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Evaluating Human Resources Evaluating Human Resources Evaluating Human Resources Project: Part II Rischonda Forsythe Cody Abbey Nicolaza Ascencio HRM3150 Performance Management of Human Resources September 20, 2020 Introduction This second part of the project will deal with the evaluation of the survey data that was collected from the employees of KOEGEL Company. It will also focus on the importance and satisfaction of employees. The information which was gathered from the employees that will be at the center of this data evaluation will specifically revolve around KOEGEL Company employees’ well-being. Employees Survey Results The total number of surveys distributed in this project was 115 surveys which covered the total number of employees in the KOEGEL Company.
However, according to the results, the usable surveys amounted to 50, implying that 65 surveys remained un-used. Therefore, from this results, the participation rate of the employees to this exercise can be calculated as; this participation rate is not much satisfactory since it doesn’t specifically portray the real picture of the Company employees bearing in mind that a larger number didn’t participate in this survey. This results into an implication of the possibility of having ineffective data at the end of the project since the result will not even be giving half the opinion of the employees. Summery Table HR Services Average Importance Average Satisfaction Gap Award & Recognition Program 4...98 Healthcare Insurance 4...52 Flexible Work Schedule 5...04 Incentive Pay Program 3...36 Leadership Development 5...18 Vacation & Holiday Pay 2...54 Career Development Opportunities 4...30 Performance Appraisal System 3...08 Importance Evaluation The services provided at Koegel that are of top importance for employees are: 1) Leadership Development 2) Flexible Work Schedule 3) Award and Recognition Program 4) Career Development Opportunities Let me break each one down and identify why they are important and how they contribute to HR trends.
Leadership development being at the top of the list is no surprise. A company cannot be successful without the help of their employees work performance and the leaders that motivate and contribute to the employees. Leadership development equips leaders with the skills that help them enhance the productivity of their team (London School of Business and Finance Staff, 2018). This service is a win-win for both the company and employees as it contributes to the goals and objectives of the company by enhancing leadership skills that are used to train and improve employee work performance, and it helps employees reach their individual goals improving their performance and compensation. Flexible work schedule is an important service to employees as it allows employees to feel they have the ability to pursue higher education, accommodate for their families and improve their performance by increasing happiness and dedication.
When employees feel their needs are being met, in return they want to be loyal to a company and help it succeed. By providing flexible work schedule, HR will notice the ability to retain and attract qualified employees, boost productivity, and accommodate peak demand times in the business. Next, the award and recognition program are rated third most important service to employees. It is a proven fact that employees use feedback to help increase motivation and work productivity and by being awarded and recognized for their work performance they can maintain a more consistent productivity level. This contributes to HR trends by increasing morale of the employees and having more stable productivity which adds to the success of the company.
Finally, career and development are listed as a top important service to employees because employees want to feel they can commit and grow with a company. By providing an atmosphere where employees can recognize opportunities for advancement, it increases motivation and productivity. By hiring employees and guiding them in a path that is seen more of a career than just a job, companies can retain talented employees and discourage job hopping. Satisfaction Evaluation There are many different focuses behind employee satisfaction and it should always be viewed as an essential task to find out what areas are held to the highest standard when it comes to employees. Overall, we found four main areas that employees said they value most.
This includes healthcare, leadership development, an incentive pay program, and a performance appraisal system. While this may not be the top four or even in that order for every employee, this is the average of what employees thought was most important when it comes to their satisfaction. Merher (2015) explained that studies show what employees’ value is changing. For example, a recent survey by MetLife found employees value choice and the ability to personalize benefits. So, while we may have thought we knew what employees wanted in the past, it is now more important than ever to survey employees and get their input on what is important to them.
When it comes to the four areas that our employee found most valuable, they were fairly straight forward. Coming in at number one, our employees believe that good healthcare options is top priority. Merhar (2015) explained that with escalating health-care costs and an increasingly mobile workforce it is no surprise that it comes in at number one for most employees. They need to know they are going to be taken care of and this is an important aspect. Second, leadership development came as the second most valuable area.
Thompson (2019) mentioned that an empowered learning and development team improves employee retention. In fact, 93% of employees say they will stay longer at a company when that company invests in their career development. This is because employee want to learn and grow in their careers and they do not want to go at it alone. They want to feel that their employer is supporting them in their aspirations whatever that may be. Third, incentive pay was shown to be an important area for employees as well.
This has also been seen as an important benefit at many organizations as employee value performance-based pay structures. This allows employees to be rewarded for their work while also having the ability to increase their pay. Lastly, the fourth most important area that was seen on the survey was having a performance appraisal system. Employees want to know that when they put in the work, it will be accounted for. A performance appraisal system contributes to a more standardized performance rating structure and employees value a fair and structured system that shows their efforts.
Merhar (2015) also explained that employee benefits are just one tool to make your team feel valued, appreciated, and loyal. While finding out what they value most is important, it is what is done with that information afterwards that matters most to make an impact. Gap Determination and Next Step Over-Performing Services According to the results, the most over-performing services are as follows; · Vacation and Holiday Pay Service; this service is important as it helps the employees to relax and refresh · Healthcare Insurance service; this service is important as it ensures that the employees are always health and fit to carry out their daily chores · Incentive Pay Program service; this services ensures that the employees are always kept fit on their financial needs · Performance Appraisal System; this service helps in ensuring that the employees are always kept check in their performance all the time.
It also helps in the arrangement of employees training program. From the results, the point that is meeting expectations, that is less than 1-point gap is Leadership Development service which has a gap of -0.18. This implies that the company’s leadership is well maintained. Under-Performing Services The three underperforming services according to the result of the survey include; · Flexible Work Schedule service; this implies that the work is always fixed, giving no room for any fix in-case there is an emergency in the company’s workforce. · Award & Recognition Program service; the under-performing of this service implies that the employees performance may end up reducing since they aren’t rewarded and recognized for their hard work. · Career Development Opportunities services; the underperforming of this service implies that with time, the company may end up lacking more experienced employees in future since they aren’t given an opportunity of advancing in their field of work.
Conclusion From the survey results, it’s quite clear that a large percentage of the KOEGEL Company employees didn’t take part in the survey. This makes the survey results not to be very much efficient. To some extend the company is doing well in ensuring that the employees’ well-being is always emphasized, but there are other areas that have not been addressed, hence recording an underperforming result (Minjarez, et al. 2020). Although, the survey helped demonstrate that the top services provided that are important to employees all contribute to motivating and increasing productivity.
This is a bonus for the company as it helps align with goals and objectives. In order to keep employees happy, providing services where they feel they are being invested in can help a business succeed and increase work performance. References: Minjarez, M. B., Bruinsma, Y., & Bucio, R. M. (2020).
Supporting behavior, self-regulation, and adaptive skills. Retrieved from Merhar, C. (2018, October 9). What Are the Most Important Benefits to Employees? Retrieved September 16, 2020, from Thompson, S. (2019, December 09). 5 Reasons Why Learning and Development Is Important In 2019: Newrow.
Retrieved September 18, 2020, from London School of Business & Finance. (2018. November 20). Why leadership development is important. Retrieved from Evaluating Human Resources Project: Part I Project Team Cody Abbey Nicolaza Ascencio Rischonda Forsythe HRM3150 Performance Management of Human Resources September 6, 2020 Professor Dr. Rebecca Herman Company Introduction The Koegel Meat Company is part of the Meat Product Manufacturing Industry.
It processes, packages, and distributes meat to consumers all across the country while being based in Flint, Michigan. Koegel was founded in 1916 by Koegel’s dad Albert Koegel after learning about the meat industry through a program in Germany. He started the company as a retail market to be part of the expanding population resulting from the automotive industry’s startup. The company produces sixty-four products based on over thirty different recipes, including hot dogs, which are the most notable product from Koegel (Adams, 2016). Other products include Italian sausages, franks, bologna rings, Polish sausages, foot-longs, and chicken franks, among others.
Koegel supplies meat products to about two hundred Coney restaurants, Kroger, Walmart, and Dairy Queen. Its own product distribution to all its stores gives the company the advantage of giving a shorter shelf-life to ensure fresh product delivery. Koegel uses its 100-year old recipes to smoke meat products with damp sawdust and hardwood for a perfect flavor and a blend of different spices. However, processes have changed over the years due to the existence of new technology shifting from hand stuffing to machine-based operations. Koegel has a total of one hundred and fifteen employees across its locations and generates a total of million in sales yearly.
Workers work on an hourly basis and more hours during the summer. The company’s slogan is “Made up to a Quality,†meaning they value quality and customer satisfaction. The company benefits from its membership in the AMI in various ways as the AMI is an organization that advocates for meat processors while dealing with USDA ("Koegel Inc.", 2020). Koegel’s top competitors include Srodek’s Company Quality Sausage, Kowality, Lila’s Pierogi, and Mac n’ Cheez. One of the problems that the company faced for a long time was staying with the initial formula established by Albert because people enjoyed so much.
This was a difficult thing to let go of since competitors were using cheaper production methods. Apart from its original recipe, Koegel Meats also has a competitive advantage because it delivers to every individual store. This gives it a competitive edge by allowing it to give its items a shelf-life of most of its competitors to ensure consumers are enjoying fresh products. The fact that most people count on their products and prefer them to the competitors’ has boosted their business big time. Being an Employer of Choice Becoming an employer of choice is something that many organizations strive for, but it not as easy as some may think.
Chakravorty-Campbell (2019) explained that becoming an employer of choice means creating an extraordinary workplace environment. It’s fostering a welcoming, positive and supportive culture. This also means giving employees the meaningful benefits and perks, which could include flex time, professional development opportunities, innovative tech tools, or other things that seem to be important and fulfilling to employees. This may look a little different for every organization, but these types of tasks need to be done in order to try to become an employer of choice as it does not just happen overnight. Organizations that have become an employer of choice often demonstrate the value of their employees.
This is done by listening to their employees and what they may need or want. These organizations have also put realistic budgets and goals in place for their employees as well as the overall organization. This helps to define what the organization needs to do, but also what they can afford so they are able to make a commitment. Becoming an employer of choice takes strategy, hard work and dedication – but it’s definitely worth the effort. For Koegel, becoming an employer of choice is more than just bragging rights or something they can post on their career sites.
It is about providing for their employees to help attract and retain the best talent. In return, this will allow Koegel to keep their promise and create the best product out there with the quality they know their customers have come to expect. If employees are happy and feel that they are well taken care of they are much more likely to do the same for the organization they work for. This is exactly what will assist Koegel in keeping their value and promise of “Made up to Quality.†When it come to actually deciding on a strategy to becoming an employer of choice there are several things Human Resource Management can do. One of the most important things is to have a clearly defined strategy to ensure the organization is always focused on a common goal with all that is being done.
Ordioni (2017) explained that compensation is more important to established professionals (ages 40-54) than millennials who greatly value the flexibility of working from home. If you are unaware of things like these that may be important to employees then the best thing to do is to find out. While that may seem easier said than done there is a lot of data available to assist in making employees feel valued. While it may not be the same as your organization, looking at general data is always a good start as it could then lead to data collection from your own employees. This should always be done by HRM as they should be taking the lead on finding out what benefits and perks should be given to employees and which ones would be the most beneficial.
It is important for HRM to do this to help create brand awareness to help get the message out about the organization. This will not only ensure the organization is on the right track, but it is one of the first steps to becoming an employer of choice. Evaluating HR Functions Metrics are an important factor in evaluating the performance of HR functions because they help measure and address how impactful and efficient the companies HR practices are. In order to become an employer of choice, a company must do research to see what the competition is doing, evaluate what type of person they want to recruit, emphasize the benefits that attract and help retain the ideal employee, and recognize and reward employees.
This helps the company become a forward-thinking company and one that employees want to choose as a great place of work. For Koegels to accomplish this, they must use the tactics above as well as collect data from employee surveys to obtain the employee point of view. Research shows that employee surveys provide insight into the workload, role clarity, efficiency, work atmosphere and leadership, as well as detailed information on employee engagement and commitment (Van Dijk, 2015). These surveys help open a dialogue between the employer and employees and allows employees to be heard. The importance of open dialogue is to help employees feel valued, motivated, and encourage retention.
The Employee Human Resources Satisfaction Survey provided serves the purpose in strategic planning as it helps the company evaluate and allocate resources to pursue its most important objectives based on the compensation benefits employees feel are most important. This survey will go out to all of Koegel’s 115 employees, and my hope for the data collected is to find out what employees value the most about our compensation strategy and how satisfied they are with our leadership and opportunity practices. This survey will reveal what areas suffer and what areas are thriving. Being a small business, it is important that we align our mission with our HR functions and do our best to improve HR functions that will help motivate and retain employees and help us become an employer of choice.
These specific services were selected for the survey because they are the strategies that align with our mission and vision. Compensation is one of the largest portions of a company’s budget, as well as employees most valued factor. These HR functions help contribute to not only the compensation strategy but also a guide to help design the performance management system. In order to gain honest feedback from the survey it must be completed by all employees and remain anonymous and confidential. The best way to accomplish this is by using Google Form to create the survey and disable all options that require sign ins.
We can set a deadline to have all the surveys completed, while also emphasizing the importance to employees to complete the survey in order to get data that will benefit them in the future. References Adams, D. (2016). Koegel Meats still using original recipe after 100 years. Retrieved 4 September 2020, from Chakravorty-Campbell, P. (2019, May 23). Becoming an Employer of Choice Boosts Bottom-Line Business Results.
Retrieved September 04, 2020, from Koegel Inc. (2020). Retrieved 4 September 2020, from Ordioni, J. (2017, January 09). How to Become An Employer of Choice This Year. Retrieved September 04, 2020, from Van Dijk, R. (2015. October 19).
The key role of HR in employee surveys. Retrieved from
Paper for above instructions
Evaluating Human Resources at KOEGEL Company
Introduction
Effective human resource management (HRM) is vital for organizational success, yet it remains a challenging aspect for many firms. KOEGEL Company, with a rich history in meat processing, has undertaken a survey to evaluate employee satisfaction and areas of importance within its HR services. By analyzing the data collected from this survey, organizations can gain valuable insights into employee needs and perceptions, thereby guiding strategic decisions for enhancing workplace culture and operational effectiveness. This paper evaluates the survey results, identifies key findings, and suggests action steps based on the data.
Employee Survey Results
A total of 115 surveys were distributed across KOEGEL Company staff, with only 50 usable responses, yielding a participation rate of approximately 43.5%. This response rate raises substantial concerns as it may not accurately reflect the general sentiments and opinions of all employees. Failing to achieve a higher participation rate can lead to ineffective data, skewing findings and subsequent interpretations (Conway & Lance, 2010).
The summary table highlights various HR services based on employee importance and satisfaction levels:
| HR Service | Average Importance | Average Satisfaction | Gap |
|-------------------------------------|--------------------|----------------------|-------|
| Award & Recognition Program | 4.98 | TBD | TBD |
| Healthcare Insurance | 4.52 | TBD | TBD |
| Flexible Work Schedule | 5.04 | TBD | TBD |
| Incentive Pay Program | 3.36 | TBD | TBD |
| Leadership Development | 5.18 | TBD | TBD |
| Vacation & Holiday Pay | 2.54 | TBD | TBD |
| Career Development Opportunities | 4.30 | TBD | TBD |
| Performance Appraisal System | 3.08 | TBD | TBD |
Note: The 'TBD' values represent data points that require further analysis, specifically regarding employee satisfaction levels and service gaps.
Importance Evaluation
From the data, key areas identified as crucial for employee well-being include:
1. Leadership Development: This is paramount as effective leadership significantly contributes to employee performance and satisfaction (Day et al., 2014). Fostering strong leadership skills cultivates an engaged workforce that is motivated towards achieving organizational goals.
2. Flexible Work Schedule: In today's fast-paced environment, flexibility in work schedules allows employees to better balance work-life commitments. This benefit enhances job satisfaction and overall workplace morale (Hill et al., 2008).
3. Award and Recognition Program: Recognizing employees’ efforts is essential for maintaining high levels of motivation and morale. A structured recognition program can lead to increased productivity, as employees feel appreciated for their contributions (Kuvaas, 2006).
4. Career Development Opportunities: Employees prioritize opportunities for professional growth, as it enhances retention rates. Providing clear pathways for career progression can significantly diminish talent loss due to job hopping (Thompson, 2019).
Satisfaction Evaluation
Key areas of employee satisfaction include:
- Healthcare: Top priority given the rising costs associated with health coverage. Offering comprehensive health insurance can enhance employee comfort and confidence in their employer's commitment to their well-being (Merhar, 2015).
- Leadership Development: Employees desire organizations that invest in their growth, showing a clear correlation between leadership training and job retention (Thompson, 2019).
- Incentive Pay Program: Performance-based pay is crucial for fostering motivation, offering employees a direct correlation between their efforts and rewards (Garg & Rastogi, 2006).
- Performance Appraisal System: Fair and structured performance evaluations are critical for employee perceptions of equality and transparency within the workplace (Ashford et al., 2016).
Gap Determination and Next Steps
##### Over-Performing Services
The following services were identified as over-performing based on the data:
- Vacation and Holiday Pay: This service is crucial for employee relaxation and rejuvenation, positively impacting productivity (Wagner, 2015).
- Healthcare Insurance: Understanding employees view healthcare as a significant benefit confirms KOEGEL's commitment to employee well-being.
- Incentive Pay Program: Employees confirm that this service aligns with their financial needs, establishing a clear connection between performance and rewards.
##### Under-Performing Services
Conversely, the following services where employees feel under-served warrant immediate action and improvement:
- Flexible Work Schedule: The rigidity of working hours indicates a pressing need for flexibility to accommodate personal obligations (Hill et al., 2008).
- Award & Recognition Program: Employees may feel that their contributions are overlooked, impacting motivation levels.
- Career Development Opportunities: The lack of growth prospects could lead to talent retention challenges (Thompson, 2019).
Conclusion
The survey results from KOEGEL Company illuminate several areas for improvement, particularly in flexible work arrangements, recognition programs, and career development pathways. The lower response rate suggests the need for enhanced employee engagement strategies to ensure broader participation in future surveys. By addressing identified gaps, KOEGEL can enhance employee satisfaction, contributing positively to organizational performance and culture.
Investing in leadership development, employee recognition, and growth opportunities reaffirms KOEGEL’s commitment to being an employer of choice, fundamentally enhancing employee loyalty and productivity.
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References
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The references provided are for illustrative purposes and should be replaced with actual sources when implementing this solution.