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As a human resources (HR) term, employee engagement describes an individual’s level of enthusiasm and dedication to their work. Engaged employees are invested in the success of their workplace and the firm as a whole. In that case, the renowned consumer goods multinational company Unilever has played a key role that has provided different ways of motivation for employee engagement (SPAKE and THOMPSON, 2013). The company is situated in the United Kingdom and has a large level of supply chain system across the globe. In this concern, this particular report will address the policies taken by the Unilever Company to engage the employees and to reduce employee turnover.
Alongside, this report will also analyse the internal and external influences and take legislative and appropriate steps to recover the issues. In this regard, this particular report will also provide the appropriate recommendations that will help the company to recover the appropriate solutions to mitigate the risks.
At Unilever, positive reinforcement motivates employees to work harder in order to earn a reward for their efforts, and the reward ensures that their efforts are not unrewarded. Thus, it is evident that there is still a strong correlation between incentives and compensation at Unilever. They strive to create an environment in the workplace that promotes physical and mental wellness in order for the workers to thrive. By empowering employees to be the best versions of themselves, they help to ensure that the organisation works in an effective, healthy, and effective manner.
Employee wellbeing is the main priority of the company, in that case, they have maintained the wellness of the company. In order to help people, reach their full potential and deal with the challenges of life, their health and well-being must be protected (TSOURVAKAS and YFANTIDOU, 2018). In order for our staff to flourish, they strive to create a work environment that promotes good physical and mental health. They ensure the safety and productivity of the employees and the organisation as a whole by empowering them to be the greatest versions of themselves.
Recognize the performance of the employees: Employees are more likely to stay on board with the company’s long-term objectives if they feel that their work has a purpose for the company. A modest gesture that goes a very long way towards making employees feel valued is recognising and applauding their successes on a regular basis (GUPTA and SHARMA, 2016). The Unilever Company gives top performers a rewards card to their favourite place to eat, a day off, or even a gift voucher for a treatment; do whatever makes perfect sense for the group and is in line with the basic values to reward them. Allow workers to recognise their teammates as well; employees that feel valued by their colleagues are more likely to engage (MERRY, 2014).
Promote Transparency: Unilever possesses Employee engagement strategies that involve bringing workers into the fold as regularly as needed are quite beneficial (MERRY, 2014). If the staff is unaware of what is going on in the background, they will be unable to properly engage their time and energy into the organisation. Additionally, if they have the impression that they are being purposefully shut out of the circle, they may begin to distrust executives and lose faith in management.
Allow for honest feedback: There are two ways to do this. To begin, make it possible for workers to voice their views and ask relevant questions to the right people (BUDIYATI and FEBRIANSYAH, 2021). Even if only for several days each month and on an ad-hoc basis, c-suite executives should be accessible to all employees (BAARD and WATTS, 2007). Nothing may anger and distract workers beyond a feeling that their time is being squandered on topics that are essential to them in the first place.
Primary internal elements determining engagement include job tasks, work connections, and growth possibilities. External variables such as competing professional prospects, as well as family and social duties, are considered in the Unilever Company (BAARD and WATTS, 2007).
Different Growth Opportunities: Work that is both demanding and rewarding motivates employees. When a person is trapped in a job with little upward movement, his or her level of involvement in that function may begin to dwindle (MAHMOOD, MD and LUO, 2019). Workers stay committed when they have opportunities for career advancement and developing skills. Ambitious individuals are also motivated to continue their development efforts when they are aware that higher-level roles with increased responsibilities are on the horizon.
Competition from Other Options: External issues such as employment competition or the availability of higher-paying positions can have a negative impact on employee engagement. It’s very uncommon for workers to go elsewhere if they are not persuaded that their current employer or job is the best fit for them. Employees may also be distracted by other occupations or other extracurricular activities (YUAN, ZHANG and TU, 2018). Some employees can have side jobs or freelance work that can interfere with their full-time employment and status. An abundance of options, a nice work environment, and a competitive salary deter individuals from looking elsewhere for new employment.
Family and Social Obligations: Employees are individuals who are touched by human emotions. Employees can become emotionally involved in family situations, which detracts from their complete commitment at work in some instances (Banfield, 2018). If a person is caring for a sick parent, for example, that person may find it difficult to devote the time, energy, and effort necessary to perform well at work.
Developing a corporate culture that is cognizant of business risks, particularly those that an individual worker is likely to confront on a daily basis, is a recurring issue in regulatory talks. While risk-based programmes are necessary, adopting rules only go so far if workers do not grasp the critical dangers and why they must be addressed. Additionally, personnel must incorporate risk into their professional tasks (MAHMOOD, MD and LUO, 2019).
The following are some of the more frequent objectives that are generally addressed and specified at this phase. These should be conveyed to the rest of the organisation once recognised.
Common purpose: Employee personal values should be consistent with the company’s objectives and risk management strategy.
Consistency: The whole company should use the same risk terminology to ensure that risks are analysed and comprehended globally and consistently (Byrne, 2021).
Understanding: Individuals realise the firm’s major risks, grasp the macroeconomic advantages of managing risk, and are conscious of the impact of their actions on the firm.
The AON Hewitt model
The majority of employee engagement approaches are predicated on the premise that involvement is critical to organisational progress. The AON Hewitt model goes this a step by further expressly including the idea of engagement results into their framework (Byrne, 2021).
The concept suggests that businesses should strive towards three types of engagement outcomes (BUDIYATI and FEBRIANSYAH, 2021):
Say: As an example, In Unilever, the engaged workers serve as ambassadors for the organisation. Their passion and trust are evident in their public and private comments about the firm.
Stay: Turnover is a substantial expense for Unilever and a strong measure of employee satisfaction. Workers that remain with the firm develop relationships with the organisation that extends beyond collecting a paycheck (Beardwell and Thompson, 2014).
Strive: Workers that are interested try to go the additional mile for the firm and feel involved in it.
The Deloitte model: The Deloitte model was developed through in-depth conversations with Deloitte employees. Employee engagement is built on five pillars: functioning, the hands-on administration, a positive work environment with room for growth, and managerial support (Beardwell and Thompson, 2014).
Meaningful work: The finest work can only be done when employees are hired for the suitable role, given the proper resources, and given the freedom to work in a collaborative environment where they are appreciated for their accomplishments (Bratton and Gold, 2017).
Hands-on management: Unilever have a Clear and attainable objective, as well as regular coaching, are essential to the success of a team. Investing in leadership development is essential if businesses want their managers to be able to maintain their workforce motivated (MCPHAUL et al., 2013).
Positive work environment: An open and varied company fosters a sense of belonging and self-worth in employees and provides them with the freedom and perks they need to maintain a healthy job satisfaction in Unilever (Grugilis, 2017).
Growth opportunity: Employees who consistently deliver above-average results require an environment in which they may develop professionally. In order to lower employee churn, the company must provide advancement opportunities and innovation within the organisation.
Work engagement is a human resources (HR) phrase that refers to a person’s degree of excitement and commitment to their work. Individuals that are involved are interested in the performance of their business and the organisation as a whole. Regarding this fact, from the above discussion, it has been seen that Unilever has implemented many policies regarding employee engagement. On the other hand, many factors influence the employee engagement of a company and it has also applied to the organisational process of Unilever as described in this report.
This report also provides some appropriate solutions to enhance the employee engagement policies of Unilever. In this regard, this report has mentioned the Deloitte model and The AON Hewitt model that has analysed the functional procedure of Unilever on the employee engagement process.
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