1.

As an executive of your organization, how would you implement effective programs for
employee engagement to be higher in your organization? According to your observation, how
would you evaluate the current employee engagement at your organization?

What does the main fact determine both the quality of the workplace and the organization's
future? Is it the office premises, the machine equipment, or the luxurious facilities? The answer
is none of these. The main factor for success organization is human capital aka workforce of that
organization. Engagement of employees has huge impact on every aspect of the business’
profitability, revenue, customer satisfaction and employee turnover. Engagement is defined as a
set of positive attitudes and behaviors enabling high job performance of a kind which is in tune
with the organization’s mission. The meaning of employee engagement is adding happiness in
their job commitment. By engaging in activities that result in the employee behaviors required by
the business to meet its strategic objectives, HR adds value to the organization.

How employees feel about their company is measured by their level of engagement. The four
main categories of employees are divided based on how they view their workplaces.

Highly Engaged Employees

Highly engaged workers have very positive perceptions of their workplace. They will want to
stay and put out extra effort to support the organization's success if they feel a connection to their
teams, love their jobs, and have favorable thoughts about it. They motivate coworkers to give it
their all around them.

Moderate Engaged Employees

Employees with a moderate level of engagement have a relatively positive opinion of their
company. Even though they sometimes look for their own opportunities, they like their company.
These workers could perform below expectations and are less inclined to request additional
duties. They aren't fully engaged because of something about the company or their employment.

Hardly Engaged Employees

They have no attachment to their place of job. And typically lack desire for their job and merely
put up the minimal effort necessary to survive, sometimes even less. Employees that are barely
engaged may be looking for new employment and pose a significant risk of leaving.
Disengaged Employees

Disengaged workers have a poor interest of their workplace. They are not only not participating
in the organization's mission, objectives, or future but also not dedicated to fulfilling their duties
and obligations. It's crucial to know how to deal with disengaged workers so that their
unfavorable impressions don't affect the productivity of other co-employees.

We anticipated the emergence of a culture-first decade in 2022. Employee engagement, which is

dramatically popular in early 2022 appeared like an intriguing idea, is now a clear commercial
objective. For employee engagement, Storey, Ulrich, Welbroune and Wright developed the
model called VOI2C2E.

Vision (V): The clear sense of the future of organization that engage with the heart, soul and
pride of employee should be provided to the employee by the management.

Opportunity (O): The employee should grow personally as well as professionally while
working in that organization. The work should offer the opportunity to grow for the employees.

Incentive (I): The remuneration package should be fair and equitable, including base salary,
bonus, commissions as well as non-cash incentives like flexible work schedules, access to the
company vehicle and other financial incentives.

Impact (I): The employee should see the impact and result of their efforts while the work itself
has purpose or makes a difference, especially when it engages the employee with a client who
utilizes their services.

Community (C): Employee should feel that he is part of the team which care of him.

Communication (C): Communication should be two-way in-between management and

employees. Employees should be fully aware where they are. Also, management should listen
the input of employees for their opinion.

Experimentation (E): Flexibility means a lot for employees. Management should negotiate with
the employee for the rules and regulations to fulfill the needs of employee and management if
that is not affected with the operations. This fact is exceptional for the organizations who need to
have strict rules and regulations like arm forces.

Gallup Consulting team is exercising for the research of business outcome if the employee
engagement is high. That includes measure of retention, productivity, profitability, customer
engagement and safety and come up with 12 facts to measure the employee engagement as
survey. These are,

 I know what is expected of me at work.

The most fundamental and essential requirement of an employee is clear expectations.

The basics of an employee's job, which go beyond their job description, must be
understood. Employees are frequently made responsible for tasks that do not pertain to
their job description, which can be perplexing and frustrating for them as they attempt to
perform their duties and make judgments daily.

 I have the materials and equipment I need to do my work right.

The best sign of job stress is when a person has the tools and resources necessary to
complete their work effectively. Tools and resources could be physically as well as
mentally. Despite its functional nature, this statement assesses both physical resource
requirements and potential barriers between the employer and employee. Employees
become dissatisfied with their manager or organization for setting goals and expectations
that appear impossible to meet.

 At work, I have the opportunity to do what I do best every day.

Giving employees opportunities to apply the best of their talents is one of the most
powerful strategies for organizations. When people have chance to do what they do best
every day at work, the organizations they work for benefit from increased employee
attraction, engagement, and retention.

 In the last seven days, I have received recognition or praise for doing good work.

Workplace recognition motivates employees, gives them a sense of accomplishment, and

makes them feel valued for the work they do. Recognition also communicates to other
employees what success entails.

 My supervisor, or someone at work, seems to care about me as a person.

Employees must understand that they are more than just a digit. They need to know that
they are valued as people first and employees second. There are significant benefits when
employees work in a safe environment. They are more likely to try new things, share
information, and help each other in their professional and personal lives. They are willing
 to give their manager and organization the benefit of the doubt, and they believe they are
better equipped to balance their work and personal lives. As a result, they are more likely
to be brand ambassadors for their employer.

 There is someone at work who encourages my development.

The most common reason employees leave their jobs is a lack of development and career
growth. Workers expect development as part of the unwritten social contract they sign
when they are hired. Personal and professional development takes time and effort.
Employees require assistance in navigating their careers, whether through sponsorship,
coaching, protection, exposure, visibility, or difficult work assignments.

 At work, my opinions seem to count.

The days of managers and leaders having to know it all are quickly vanishing as
organizations accept the fact that they are facing unprecedented change, competition, and
stagnant organic growth. No leader or manager can survive alone, nor do they have all
the answers. This element of engagement is powerful and measures employees' sense of
value and contribution.

 The mission or purpose of my company makes me feel my job is important.

It is a purely emotional need, and a higher-level one at that, as if employees cannot

motivate themselves to do their best without understanding how their job fits into the
bigger picture. It wouldn't matter where someone worked if a job was just a job.
Employees, on the other hand, want their work to be meaningful.

 My associates or fellow employees are committed to doing quality work.

It is critical to have faith that one's coworkers share a commitment to quality. The team's
standards are set by the team's worst performer. People are more upset with a colleague
who has the ability but does not try than with a colleague who tries hard but lacks talent.
 I have a best friend at work.

When employees have a strong bond with their coworkers, they take positive actions that
benefit the company.

 In the last six months, someone at work has talked to me about my progress.
 Employees care most about knowing how they are doing, how their work is perceived,
and what the future holds. There is nothing wrong with formal evaluations, and there are
numerous reasons why they should be used.

 This last year, I have had opportunities at work to learn and grow.
When people grow, businesses grow and are more likely to survive. Employees work
harder and more efficiently when they believe they are learning and growing. However,
when they are required to do the same thing every day without the opportunity to learn
something new, they are unlikely to remain enthusiastic or excited about their jobs.

Employee engagement survey is important to take a pulse of the workplace. Holding one- to –
one meeting and interviewing could be time consuming and difficult to get the genuine answer.
The act of conducting a survey also sends a clear message to employees that management value
their feedback, responses and suggestions are acknowledged and implemented. Regular surveys
also provide invaluable insight into how your organization performs year after year. A poorly
conducted employee engagement survey can exacerbate the situation. Employee may feel less
valued and less trusting of their employer if they do not see any measurable results from their
responses and believe that their responses have been ignored by management. Even if a survey is
conducted anonymously, many employees will be wary of responding negatively for fear of
response.

2. “We are not working in Taylorism era. Thus, we need to transform our organizations to be
progressive. In progressive organizations, to maintain an effective workforce is the secret of their
success.” Discuss this passage with your views on how to maintain an effective workforce in
modern organizations.

Employee retention refers to a company's capacity to keep its employee by meeting their
requirements to improve job satisfaction. Employee retention and turnover is a major workforce
management concern for many organizations and human resources (HR) professionals, causing
considerable operational costs and jeopardizing employers' growth and profit. People who have
similar values, operate well as a team, and are armed with collectively enhanced abilities cannot
be simply reproduced, though machinery, equipment, and systems can be. Recruiting and
training new employees takes times and cost. Traditional measures of organizational
performance include the quality of goods and services produced, the cost of production, and the
efficiency with which the product and service can be delivered. However, the safety of the
consumer as well as the employee in the manufacturing process, along with the morale of
employees' commitment to the organization, are integrally linked now a day. There is no better
way to keep a successful human resource than to create an environment that fosters job
satisfaction, loyalty, and engagement with their responsibilities. First fact to retain an effective
workforce is “Motivation.” When it comes to employee retention and happiness, motivation is
crucial. Motivation works better than any other approach. Motivation is a driving force in an
individual's accomplishment.

There are several theories, Maslow’s Need Hierarchy Theory (1943), Herzberg’s Two-Factor
theory (1968), and Alderfer’s (1972) Existence-relatedness-growth (ERG) Theory, McClelland’s
Acquired Needs Theory, Equity theory and Expectancy theory, explained for the motivation.
These theories states that workplace disengagement may be a sign that employees' needs are not
being met. To make the employees' working experience more enjoyable and productive,
managers can make sure the office environment is comfortable and ensure there are no
unnecessary distractions. Also, provide detailed job descriptions, be open about an organization's
financial state, and provide remuneration and perks that make employees feel comfortable.
Likewise, helping employees reach their full potential by allowing them to showcase their
abilities and skills and provide supportive leadership. Rewarding include a pay increase, bonus,
flexible working hour and more time off are critical but it is also important that employees
should receive the recognition, advancement, and sense of accomplishments. Managers should
be aware that those motivational values may change for an individual throughout their career.

Another fact is Empowerment. By having more power in decision-making, empowered

employees are more confident and strive to offer their all to their employers. Employee
empowerment can instill a sense of commitment in employees to remain with the firm. The other
important factor to consider is the organizational culture. Every human organization creates a
unique culture on its own. From family own business to large global corporations spanning
cultures and time zones, each organization has a distinct identity. Organizational culture is
influenced by beliefs and assumptions, from the things that can hear, observe, and learn what is
appropriate and inappropriate behavior. Culture, though intangible, has a significant impact on
the feel or mood of any organization. While there is no 'correct' culture, certain circumstances
foster engagement while others do not, and management can play a significant role in creating a
culture that attracts rather than repels employees. Good management practice includes
developing organizational culture and shaping the behavior of the employees in right way.
Management needs to make sure that they have a consistent commitment to all its employees and
aware that only the intelligence of employees can allow a company to deal with ups and downs
and satisfy the demands of its new environment. Also, need to ensure that coordination and
cooperation between the people of organization as whole, act as a leader, people, result, and
process orientated too.

Companies who are unable to retain and motivate a diverse workforce face competitive problems
because of this disparity. Everyone works for a variety of reasons. The reasons for working are
as unique as the individual. A high-retention organization must have the following
characteristics:

• Well defined, organizational direction and purpose

People want to work for a company that has a sense of purpose and meaning.
Management can cultivate a more motivated and effective workforce by aligning
employees with the company’s vision.
• Management that cares for an employee
Soft skill that plays critical role in employee retention. Caring strengthen the bond
between the employees and ensures healthy relationship with each other.
• Flexibility in work scheduling and benefits,
Employees seek job flexibility because it is need for them. They will continue to work for
a company who provides that flexibility. Changes in schedule, fixed shifts, personal time
off, and other work-life and family-friendly efforts are excellent retention measures.
• Open, straightforward communication
Workplaces with high retention provide a continuous communication loop. Management
should not be hesitant to remind the benefits of working with this organization on a
regular basis. Compares competitors and discusses benefits. Explore different modes of
communication as a priority for all managers and keep track of your success in this area.
• Energetic and enthusiastic work environment
Management should know whether the employees enjoy of their responsibilities.
Employees are more likely to stay if the work is mentally and physically attracting to
them.
• Effective performance appraisals
Efficient performance appraisals assist in linking individual habits and performance with
the goals of your organization. Stimulating and reinforcing actions that are consistent
 with the meaning and purpose of the organization, fosters a sense of belonging, as well as
increased productivity and more efficient personnel.

• Training and development

Workers want the opportunity to develop themselves and contribute more to the
organization. Training and development give employees more power and interest over
their employment, which increases loyalty and retention.
• Competitive wages
Paying good remuneration is not enough to keep good employee. But it is the first step to
acknowledge their skills. Although pay rise not grantee for employee retention,
insufficient pay will unmotivated the employee to stay at that organization.

Retention strategies should not be isolated. Most of the organization have talented employee
and many are rarely recognized for their efforts. The organization must ensure the balancing
of employee's work and life, also, working environment and organization's culture meets the
requirements of employees. The work environment is very important in how culture is passed
down from one employee to another, and so it is important for organizations to prioritize
things like creating a supportive and positive environment. Let the employees feel that
management is appreciating the high degree of attachment that having with the organization
and the workplace is not just a workplace but a home and being with the organization is a
part of the family. And finally, an employees must truly feel truly appreciated and
appreciated for their hard work.

3. Scenario:

You are working as the head of human resource management department. To fill a job vacancy
at your organization, you have to manage or administer for selection: arranging tests and
administering the interview to select an effective person for this position. How would you…

(1) Do selection tests?

(2) Manage the interview?

Interviewing 3D Jewelry Designer is not an easy task. The position required candidate possessed
with the concepts combination with technology and art. The skill set cannot be express verbally
and interviewer need to be tested practically after general questions. From the employment
application form, based on their information HR choose the candidates who is expected to have
abilities to work with the organization and arrange the date for interview (Employment
application form is attached). The selection test will be having 2 steps, face-to-face interview,
and practical test. For the face-to-face interview, HR manager, department head and production
manager will be asking unstructured questions for the ease of candidate to answer the questions.
There has been prerequisite for interview,

 The candidate needs to bring the design portfolio along with him.
 Candidate should come 15 mins earlier than appointment time.
 Dress Code: Business Casual.

Interview board will be includes;

 HR personnel
 Department Head
 Production Manager
 Senior Designer (Practical Test)

General questions for interview:

 Tell me about yourself?

 What do you know about this company?
 What is the recent 3D software you used? How did it affect your work?
 What would you do if you totally disagree with the client on the creative concept?
 How do you feel about the pressure all designers have to stay on top of trends?
 How will you manage if client is rushing you to finish the project within 2 days which
normally takes 4 days to complete?
 What will be your past experiences that can bring to our attention?
 What is the thing that can disappoint you while working for a certain employer?
 Why would you like to join this company?
 Is your expected salary negotiable?
For those who passed the face-to-face interview will be arranged to take practical drawing of 3D
Jewelry model given by senior designer. For technical detail questions, senior designer and
department head will be follow up after practical test. Company will be provided the necessary
computer for practical test.

Practical test:

 Candidates need to draw 3D Jewelry design provided by senior designer within provided
time frame.
 Senior designer will check the techniques (for software skill) and concept approach (for
thinking skill) of candidate.
 Senior designer will ask some command usage questions related to software and concept
of the design.
 Department head will ask former goldsmith related questions which apply to the 3D
jewelry designer positions.
 Department head will check the candidate with former knowledge in gems and jewelry
production.

Things to check during interview:

 Attitude of candidate
Attitude is everything in this line of job. As the responsibilities of this position require to
work individually as well as team player. Also involved in mentally challenging tasks.
Designer position require can do and optimistic attitude.
 How well do they understand their job?
Since this position is for experienced candidate, company expecting candidate to
understand the duties and responsibilities of that position which can shorten the new hire
training, ease the duties of other co-workers and less supervision.
 Do the candidate answers questions thoroughly?
This position requires to pay attention to detail instructions from customer or 2D Design
team. And designer needs to make sure every detail of the jewelry model is in perfect
state for production.
 Is the candidate prepared and organized?
 This is kind of commitment for job interview. Those candidates who prepared for
interview could come to work prepared too.
 Does the candidate have skill for this job?
Candidate might be written on the application form for the skills that they think require
for this job. But during interview, interviewer can ask them to take assessment.
 Are they open to learn new things?
Technology never stops. This position needs to learn latest technology related to 3D
modelling and be trendsetter.
 What are their expectations for this job?
A candidate may have certain expectations for the job they've applied for, from the hours
they'll work to the type of work they intend to complete. Need to inquire directly with the
candidate about their expected working hours and income expectations for the role.
 Is the candidate self-starter?
A self-starter people are mostly autonomous and proactive individuals which can be
advantages to many workplaces. Interviewers need to inquire whether the candidate
welcomes challenges or sets higher standards for themselves at work.
 Is the candidate flexible?
This kind of position demands much flexibility than others. Creation of art is boundless,
and they need to be flexible in their own creation.
 Do they have questions for interviewer?
A candidate's questions might reflect their interest in and knowledge of your organization
and job responsibilities.

Candidate can expect the outcome of interview via mail or phone by HR within 45 days from
interview date.

4. Interviews in the form of examinations are effective for structured interviews because
interviewers rate candidates' answers related to the job with scales. However, there might have
no natural flow, and the candidate feels awkward. In a more relaxed setting, the candidate may
respond better. The written test demonstrated that the newly hired employee outperformed
Charlotte. However, someone with unknown supervisory skills is unlikely to work as a
supervisor. Supervisors are in charge of the day-to-day operations of the company, as well as
managing teams or entire departments. Supervisors are typically subject matter experts with
lower-level managerial experiences.
Charlotte had worked for this agency for 17 years, honing her management skills and
establishing herself as a true leader. As a result, Charlotte is not justified in accepting the
position based on the written test. On the other hand, new hires have the impression that they
have prepared well for the test and that their practical skills have not yet been tested. As a result,
it is necessary to assume that newly hired employees are also deserving of the position. To be
fair, management should conduct in-depth interviews with both candidates based on their
experiences with social service agencies as well as their managerial abilities.