Order 1154433: An informal Proposal

Organizing, Researching and Illustrating your Material

STEP 1: Methods

-Interview with the employees is one of the main methods that could be used to collect critical information on the challenges faced at Roanoke. By conducting interviews, we can assess the individual problems that each department at the Roanoke office faces, and institute methods to improve productivity and changes essential to the office. One-on-one interviews are particularly critical, since not all graphical designers and copywriters want to leave, but a selected few. Understanding the motivations for the move and developing the best methods to change their conditions at the company should be paramount to the office.

-The second method would be review of business reports, policies and procedures at the Roanoke office. The increased level of workload should see permanent employees get paid overtime for every extra hour worked. The incorporation of innovative ideas and strategies by the team members and policies on client engagement and retention should be taken into account as policies are updated.

-Survey of the clients at the Roanoke office is also one of the critical aspects that the Vice President needs to address. A survey of the client needs to be conducted in a bid to ensure that the policy changes are effective.

Step 2A: Surveys

Employees:

-What are the policies and procedures that you believe that the company should change and how?

The question is aimed at assessing the individual policies within the company that are leading to decreased productivity and poor employee morale at the company. Understanding the motivating factors for each employee is essential for gaining the best information and developing proper tools for change within the structural models developed by an office.

-Are you involved in the company decision making process and where would you want to see changes instituted?

The disgruntled employees have cited that lack of incorporation and engagement as one of the main reasons for their poor working relationships. It is important to assess the underlying reasons and formulate a model on constructing policies and ideas accordingly.

-What do you believe has changed at the company since when you were hired, and how has it affected your performance at the company? The problems are recent, meaning that they have been caused by specific changes within the company. Establishing the reasons for the changes would be a first step towards changing the dynamics and problems faced in the office accordingly.

Clients:

-What has negatively impacted your experience since you started working with our company?

This question establishes a basis for the problem and underlines the critical actions that should be taken towards arresting the situation. It is a fundamental question that integrates the best principles and set structures for change in the office.

-What changes would you suggest to the company improve your overall experience working with our office?

An assessment of the opportunities that would change the engagement process serves to highlight the specific approaches that are essential to the office. Building an understanding and outlining the areas of improvement are essential in developing a better model for the office in the future.

To the CEO Roanoke Branch,

Due to the increasing concerns at the branch, it has come to my attention that there are changes needed to streamline the Roanoke branch to align with the client’s needs, as well as improve employee morale and motivation. This has led to continued surveys across the different branches as we formulate a recommendation model that will suit the company in future. I will be heading to Roanoke and in preparation for the visit, would like you to gather employee performance appraisals records, performance reviews, procedural and policy structures, as well as a report on the lost clients. In addition, I’ll need you to produce a schedule for one-on-one employee surveys.

I hope to discover more about the strategic methods that as a company we should institute with your help-as we look to make the company better.

From,

John. J. White, VP of HRM Phoenix Co.

(signature)

Section 2B: Problems and illustrations

Problems:

-Poor motivation and engagement of employees at the company

-Lack of following the proper procedural approaches as set out by the company at the branch

Facts and Causes:

-The branch is understaffed and needs more employees to deal with the influx in the job requirements at the entity, causing poor motivation.

Impact and Effects:

-The employees are not motivated which means that they do not believe in the vision that has been set out by the company. The company lacks in terms of encouraging the employees to contribute more, a factor that is indicated by the employees who have quit their roles at the Roanoke branch.

-The loss of some of the employees, especially the executive members, has left a void in the hierarchical structure and the models that have been instituted. It is one of the main models that have led to an increase in the number of employees willing to leave the company as well.

-The lack of trust in the company systems has also been a critical aspect that has essentially made it difficult to develop the best practices across the company accordingly.

-The company procedures have also been largely disregarded and the approaches to compensation and other structures have been reduced. The employees are not engaged and there are no incentives for innovations and improvements in the advertising strategies. The management team is static that has discouraged the innovators as their ideas are not incorporated within the set systems developed. It is one of the main models that have been identified and indicated meaning that better processes are needed.

Solutions:

-Identify motivation strategies that would help in improving the morale of the employees at the company. This forms a critical part in ensuring that the employees improve their productivity and the company does not incur losses due to labor turnover.

-Increase the number of employees to reduce the workload on individual employees that is leading to major inefficiencies at the company. Roanoke has seen an increase in their workload which is making it impossible for the entity to develop the best practices essential for change in the systems accordingly.

-Strict adherence to the procedures especially on salaries and overtime paid to the workers for any extra time worked.

-Fill up the executive positions at the company to ensure that the proper hierarchical structure has been maintained at the office.

-Ensure that the employees are engaged in the innovative strategies implemented and decision making processes at Roanoke branch.

Illustration:

Pie chart – This easily displays data in a way that can be recognized by all.