Engagement & Retention

Engagement & Retention

Portfolio

Consultancy Report - October 2023

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About HR Fusion Partners

HR Fusion Partners is made up of experienced personnel specializing in providing outsourced HR consultation for all types of clienttell such as sole traders, companies and not for profit organizations. Our primary objective is to ensure that the strategy and recommendations we provide directly address your problem by factoring in multiple variables such as the size of your organization, your goals and objectives and the feasibility of the proposed solution. We know that providing a strategy is only half the battle. This is where you will feel safe working with HR Fusion Partners as our experts will ensure that our proposal is executed the way you want it to. Our passion, commitment and drive are our ingredients to shape your success.

TOC h u z t "Heading 1,1,Heading 2,2,Heading 3,3,Heading 4,4,Heading 5,5,Heading 6,6,"Executive Summary PAGEREF _8g20ojptm2l7 h 6

Introduction PAGEREF _395mcmm5vpxk h 7

Part 1: Context PAGEREF _h6ao44ik5mpl h 8

1.1 About IPD Group PAGEREF _2ezr3b2f67uh h 8

Part 2: Content PAGEREF _31iuthtv3f3f h 9

2.1 Engagement and Retention PAGEREF _1294zy6m2hyj h 9

Part 3: Best Practice PAGEREF _aqxrp8lwj4q4 h 11

Part 4: Recommendation PAGEREF _qoku61p7gur8 h 12

4.1 The Emerging leader program PAGEREF _qpf91buhu78x h 12

4.2 How it can benefit IPD Group PAGEREF _9q2xrtkodevx h 12

4.3 The group fortnightly activities PAGEREF _1noh7e81dliw h 15

Part 5: Implementation & Evaluation PAGEREF _rp8qopsydwct h 17

5.1 The Process....18

5.2 Benefits and Limitations..20

5.3 Overcoming limitations: PAGEREF _1fxnvnwylzl6 h 20

Conclusion PAGEREF _jfc6fqxyjooc h 21

Appendices PAGEREF _mty6drpm12zr h 22

References PAGEREF _pjck5avr1xav h 24

Executive Summary

HR Fusion Partners have collaborated with IPD group to develop a strategy through its people and culture so that it can ultimately result in a higher employee engagement and retention. This strategy takes into account the general workforce as well as focusing on the current state of IPD groups engagement and retention of one, its female employees and second, its technicians. The proposed strategy first identifies future leaders holistically within the organization but especially both females and technicians and inputs them into the The Emerging Leader Program. However, the unique implementation of this strategy is derived from the members of the program who will be responsible for creating monthly activities to improve IPD Groups engagement. To ensure that this proposed strategy is feasible and effective in retaining and engaging employees, we aim to roll out the implementation of the strategy in 2 main but separate phases. A pilot testing would be done in the first phase and evaluated and then the second phase can see the company wide rollout of the proposed strategy.

Introduction 4810125114300

IPD is an Australian owned company,which has been in the electrical industry for 70 years (IPD 2022). It has been promoting global brands including ABB, GE, Socomec, DEHN and Elsteel (IPD 2022).Its main area of expertise lies in power distribution, power monitoring, industrial control, renewables, test and measurement, and services, across a range of verticals such as power generation, commercial, hospitality, infrastructure, and sports and leisure facilities (IPD 2022). Their division services also provides expertise on low voltage/medium voltage testing, calibration, refurbishment, maintenance, and installation (IPD 2022). IPDs vision is to build the best team, provide an outstanding end-to-end customer experience and implement solutions to the challenges faced by the industries and customers (IPD 2023). IPD aspires to enhance the electrical industry by bringing value.The group has undergone transformations via acquisitions, business expansions and the emergence of new opportunities. These include Central Test, a NATA accredited high voltage testing and calibration business, Trio test and measurement, Zinfra HV testing, Addelec Power Services and most recently Control logic (IPD 2022). Each sector offers their services and products uniquely which then increases the companies capabilities causing them to grow and expand the business.

Part 1: Context

1.1 About IPD Group (problem)4905375323850

The electrical industry is the poster child for the imbalance of gender within the organisations. The industry standard turnover rate sits at 10% and is expected to rise even higher as the world adopts renewable energy sources (Australian Bureau of Statistics 2023). As ipd group is set to experience a high growth within the coming years, the organisation is already witnessing a high turnover rate with its technicians as well as attracting and retaining females within this industry.

This issue is highly prevalent in the electrical and manufacturing industry as in 2021-22, only 9% of the workforce in the electrical industry was females (Workplace Gender Equality Agency 2022). The current turnover rate for electrical technicians sits at 30-35 % which is relatively high due to the job being project based where the employee switches jobs for the highest paying organization (Australian Bureau of Statistics 2023). This is detrimental for the organization as the lack of diversification in its workforce equates to the lack of multiple perspectives which can hinder the way the company sets to innovate itself and drive its operations (Hewlett, Marshall & Sherbin 2013). This then translates into missed opportunities for the ipd group and need immediate attention as this imbalance of workforce can strip away its competitive advantage relative to other organizations that aim to have a balanced workforce.

Part 2: Content 4772025114300

2.1 Engagement and Retention

Employee engagement and retention is a very important factor for organizations to consider as it is directly dependent on how the employees perceive the organization to be and whether it is worth it for the employee to stay with the company in the long term (Tenney 2020). It is to be noted that engagement and retention are both interdependent, however are very distinct in their definition. Employee engagement is the relationship that the worker has with the organization and can pertain to things like how much effort they put in their work, their enthusiasm to go above and beyond in their work and the level of organizational justice and commitment they have (Vance 2006). The byproduct of how employee engagement is then cascaded down to high levels of employee retention as the organization is able to maintain the turnover of its workforce in a stable manner (Radley 2022). Organizations that disregard the elements of employee engagement and retention could be subject to a toxic work environment that could then contribute to lower productivity rates from its workforce and higher turnover rate (Rasool et al. 2021).

As IPD is growing fast in the electrical and manufacturing industry, it is of utmost importance that this expansion be adequately enabled through ipds high levels of employee engagement and retention, thus giving them a competitive advantage in both the short and long term. This competitive advantage is gained by IPD group as higher forms of employee engagement can result in higher form of employee productivity, efficiency and quality of work (Adrian et al. 2020). In addition, higher levels of innovation can also be seen as a result of high levels of employee engagement and retention, thus contributing to IPDs competitive advantage by enabling the employees to generate new ideas, new ways of working and problem solving, reducing errors, increasing quality and customer satisfaction (Ganesh 2023). The long term advantages of high employee engagement and retention can be the savings in cost for recruitment, selection, training, development and having a stable workforce (Platen 2023). Moreover, organizations that are able to retain their employees for a long period are more favorable in the labor market as they are able to communicate to the labor market that the business is competent in taking care of its employees. Consequently, the long term employees with their high levels of industry relevant experience and valuable knowledge are able to move up the corporate ladder into the c-suite positions and can assist in the fostering of a positive reputation for IPD group.

Part 3: Best Practice

Best Practices are a set of morals,concepts and guidelines that signifies the most effective and efficient action or approach to use in a business (Hayes 2022).For IPD, best practice in relation to retention and engagement would be an approach that focuses on employee socialisation,offering uncommon incentives, designing and enhancing team based projects distinctively (SHRM 2022).Offering a competitive best practice against competitors would also aid in retention and engagement(SHRM 2022).Below is a diagram that showcases IPD groups competitors and how they are achieving engagement and retention through there people and culture strategy.

Part 4: Recommendation

4.1 The Emerging leader program 4800600419100

The Emerging Leader Program is a meticulously designed strategic initiative with a central focus on nurturing leadership capabilities and creating growth prospects for both female employees and technicians within IPD Group (Padhi & Panda, 2016). This initiative has been purposefully developed to directly tackle the unique challenges faced by these vital workforce segments, with the potential to yield substantial advantages concerning both employee retention and engagement (Sarkar, 2012).

4.2 How it can benefit IPD Group 3486150114300

Empowerment and Competency Enhancement: The program equips the workforce as well as female employees and technicians with the crucial skills and insights necessary to assume leadership roles. By investing in their professional development, IPD Group underscores its dedication to fostering their career progression, potentially leading to increased job satisfaction and heightened loyalty among participants (Klein & Maurer, 1994).

Structured Career Advancement: The provision of a clearly delineated pathway for career progression to female employees and technicians can act as a potent magnet for attracting and retaining top-tier talent. Those who perceive a transparent route for professional growth within the organization are more likely to remain engaged and contribute their specialized skills and knowledge.

Championing Diversity and Inclusion: The program actively champions diversity and inclusion by offering dedicated support for the career advancement of women and technicians. This sends a resounding message that IPD Group highly values the promotion of a diverse workforce, which, in turn, has the potential to draw a broader and more diverse talent pool.

The Emerging Leader Program enhances engagement through regular group meetings and interactive sessions. The following elements demonstrate how this connection is established:

Fostering a Sense of Community: The program acts as a catalyst for building a sense of community among its participants, enabling them to share experiences, address challenges, and exchange insights. Consistent group meetings cultivate a supportive environment, fostering engagement and a sense of belonging among employees.4019550361950

Facilitating Knowledge Exchange: These group meetings provide a valuable platform for sharing knowledge and engaging in collaborative problem-solving. Participants delve into discussions on industry trends, best practices, and innovative concepts. The assurance that their input is highly regarded can enhance engagement as employees recognize that their expertise is valued.

Working Toward Collective Goals: The group meetings are geared towards pursuing shared goals and collaborative projects, fostering a collective sense of purpose among participants. Collaborating on common objectives can substantially boost motivation and engagement among those involved.

Anticipated Short-Term and Long-Term Outcomes:

Short Term: In the immediate short term, the program will furnish participants with advanced leadership skills and the opportunity to actively participate in regular group meetings. This can result in an immediate boost in confidence and motivation, yielding benefits such as improved teamwork and a sense of belonging. Consequently, the short-term impact manifests as a more engaged workforce.

Long Term: Over the long term, the Emerging Leader Program is poised to yield significant benefits. Participants will have acquired advanced leadership skills and will be well-prepared to assume leadership roles within the organization. The consistent cycle of group meetings will perpetuate the cultivation of a robust sense of community and collaboration. This enduring investment in leadership development is expected to result in higher retention rates as employees discern a clearly defined path for career advancement and develop a deeper commitment to the organization.

How it Contributes to Both Retention and Engagement:

The Emerging Leader Program effectively addresses both employee retention and engagement, concurrently achieving the following outcomes:

Retention: By offering structured career advancement opportunities to female employees and technicians, the program mitigates turnover rates. When employees see a transparent route for professional growth, they are more inclined to stay with the company. Furthermore, as they advance in their careers, they become more deeply invested in the organization and its success, further reducing turnover.

Engagement: The program actively fosters engagement through regular group meetings, knowledge sharing, and the cultivation of a strong sense of community. Engaged employees not only display a greater inclination to remain with the company but also contribute more actively to the organization's accomplishments. This, in turn, heightens overall engagement and fortifies the strength of the company's workforce.

4.3 The group fortnightly activities (engagement)

The Group Fortnightly Activities, particularly the Group Meeting Incentive System, play a pivotal role in cultivating engagement among the employees within IPD Group. This system employs a structured approach to stimulate active participation and collaboration, ultimately enriching the overall work environment through fortnightly group activities amongst different departments to bring them together to engage in these activities..Group Fortnightly Activities (Group Meeting Incentive System):

The Group Fortnightly Activities encompass a series of interactive sessions that occur every two weeks, where employees gather to engage in collaborative activities and discussions. The central element of these activities is the Group Meeting Incentive System, which integrates various components aimed at enhancing engagement.

Crucial Aspects of the Group Meeting Incentive System:

Recognition and Rewards: The system includes mechanisms for acknowledging and rewarding active participation and valuable contributions during group meetings. This recognition may manifest as certificates, tokens of appreciation, or even performance-based incentives. Recognizing employees' efforts during these meetings motivates them to actively engage and share their insights.

Rotating Leadership: To encourage a sense of ownership and participation, the system advocates for the rotation of leadership roles during these group meetings. Each participant is granted the opportunity to lead discussions or activities, fostering a sense of responsibility and involvement among employees.

Knowledge Sharing Challenges: The system introduces knowledge sharing challenges, urging employees to share innovative ideas, industry insights, or problem-solving solutions. These challenges can be both stimulating and rewarding, further motivating employees to actively engage in discussions and activities.

Group Goals and Collaboration: The system incorporates group-specific objectives and projects that participants collaboratively work on. Collaborative efforts are celebrated, and successful achievement of group goals is recognized and rewarded. This promotes teamwork and unity among employees.

How the Group Fortnightly Activities Enhance Engagement:

Building Relationships: Regular group meetings and activities offer a platform for employees to forge connections with their colleagues. This sense of connection and camaraderie significantly elevates engagement and job satisfaction.

Idea Exchange: The interactive nature of these activities encourages employees to share their ideas, experiences, and best practices. This exchange of knowledge can lead to innovative solutions and an enhancement in engagement.

Active Participation: The Group Meeting Incentive System incentivizes active involvement during meetings. Employees are more likely to engage and contribute when they know their efforts will be acknowledged and rewarded.

Sense of Achievement: Collaborative projects and knowledge sharing challenges provide employees with a sense of accomplishment when they successfully complete tasks or contribute valuable insights. This sense of achievement can lead to higher motivation and engagement.

Anticipated Outcomes:

Increased Engagement: By promoting active participation, knowledge sharing, and collaboration, the Group Fortnightly Activities, especially the Group Meeting Incentive System, are expected to result in a more engaged and motivated workforce.

Enhanced Teamwork: The emphasis on group goals and collaborative projects is likely to foster a culture of teamwork and unity within the organization.

Continuous Learning: Knowledge sharing challenges encourage employees to continuously learn and share their expertise, promoting ongoing personal and professional development.

Part 5: Implementation & Evaluation

Meeting with Kavita

On the 28th of August 2023, HR Fusion had a meeting with Kavita Gounder, the general manager of Human Resources at IPD.The meeting was held online through Zoom Meeting.The meeting consisted of Kavita giving a brief about her company, what issues are concerning for IPD and the aspects she would want to improve on. The meeting also consisted of a question/answer session. After this phase,HR Fusion commenced the formulation of a solution that is tailored for IPD,including the design of an implementation and evaluation process to see if the solution works for IPD.

When starting the whole process,HR FUSION had to consider the Swot Analysis for IPD(See below).

Swot Analysis:

Strengths

-Has been in the market for a long time (70 years+)Well known

-Provides customised solution for customers

-Diverse expertise

-Global Brand Partnerships Weakness

-(SME) is disadvantaged against larger companies

-Gender Imbalance in the workforce

Threats

-Employee retention challenges (Lack of female staff)

-Turnover rates of technicians

-Competitors in the market Opportunities

-IPD operates internally and externally

-IPD is a growing and expanding business

5.1 The Process

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Stage 1: Commencement

The first stage will involve the following key steps.

Expression of Interest: IPD would strategically promote and advertise the emerging leader program through email and other sources so all employees are aware of the program, and no one is missed out (See appendix 1). Anyone who is then willing to participate would be required to submit an expression of interest form to their manager (See appendix 2).

Eligibility Assessment

Your head manager then will decide whether you are a great fit for the emerging leader program.Through previous work the manager would assess this criteria (See appendix 3).After you fit in the criterion, the manager will pick the top 5 candidates to continue with the leadership program, anyone that is rejected would be given a reason as to why they have been rejected and the manager would explain ways on how they can be chosen for the next leadership program.

Stage 2: Implementation

The chosen employees (emerging leaders) would then be welcomed to the second stage where they will be given the chance to make the group meeting incentives for other employees.Specific instructions,objectives and topics will be given by managers.From there the emerging leaders will create the group meeting incentives the way they want as they are now responsible for the program.

Stage 3 : Evaluation

Reviewing Results (Short term):

The program will take place every fortnight.Feedbacks of results would be required by everyone involved monthly(See appendix 4).The employees that were in the group meeting incentives would give feedback, surveys, on the emerging leaders and the emerging leaders would do the same by giving feedback and surveys of the employees that were in the group meeting incentives (See appendix 5).The managers would than review the results by seeing how effectively the emerging leaders performed and how the employees involved in the group meeting incentive participated.

Scaling Plan (Long term):

If the managers are happy with the results that have come through the emerging leader program and the group meeting incentives,the managers would than discuss it with top management to expand the program across the whole company,through departments and various sectors.In the short term run we had planned the program to go fortnightly but in the long term we'll make it weekly to improve engagement and retention.

5.2 Benefits and Limitation of the Emerging leadership Program combined with the group meeting incentivesBenefits Limitation

Both(Short and long term):

Would fix the issue of retention and engagement:Through the emerging leadership program,employees would think IPD are investing in us and are further improving our career.The group meeting incentives would offer engagement for employees that lack connection at IPD.

Both(Short and long term):

Innovation:Through the emerging leadership program,the employees would be able to provide creative and innovative ideas for the company.

Short term:

Cost effective in the short run.

Short term:

Selectivity of employees:Not all employees willing to participate would get a chance to participate.Risk of favoritism can occur by managers.

Long term:

For the long term,it can give success,but can be costly.

Both(Short and long term):

Feedback system: how honest employees feedback will be regarding the program.

5.3 Overcoming limitations:

IPD should give comprehensive managers training aimed at preventing biasness to occur amongst employees.This training should equip them with the right skills and knowledge to choose employees based on the set criteria rather than favoritism.

In the long term run,if this project tends to be successful,IPD must invest but to combat financial challenges,they must carefully consider budgeting practices.For example, all emerging leaders should be given a set budget for the program and they must be restricted to overspend .This would assist IPD to avoid getting costs from other planned financial resources.

As surveys and feedback are a great option for evaluation.IPDs head manager can pick random employees in the program and have a one on one meeting, face to face, to see the employees expression and reaction to what they think of the program.This would give managers a different insight for feedback.

Conclusion

HR fusion partners is dedicated to providing tailored solutions for its clients.As IPD had issues in engagement and retention for their employees especially female staff and their technicians.IPD had discovered a solution to cater their needs which can address the issue and can also be used for all IPD employees. HR Fusion innovated the Emerging Leadership Program combined with The group meeting incentives.This 2 in 1 solution is guaranteed to help IPD.An implementation and evaluation has also been designed so that if it is successful in the short term run,IPD can expand this solution in the long term.

Appendices

Appendix 1 Appendix 2

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Appendix 3

THE GREAT FIT CRITERIA

High Performer

High Potential

Demonstrates Motivation and has a desire to grow in careerTeam Player

Behavior aligns with organizational value (Kininmonth 2023)

Appendix 4

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Appendix 5

References

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