8601-320 Managing Workplace Projects

AC 1.1 Employee Engagement Initiative

The Real Estate Company initiated Employee Engagement Program to improve its workforce engagement to expand the overall company performance. An employee engagement initiative is a workplace project designed to increase employee engagement within the real estate company. This was based on various factors, such as low employee morale, high turnover rates, and poor customer satisfaction. The program aimed to develop workers’ morale, productivity, and retention. The firm also targeted to create a positive work environment and improve communication between employees and management. By improving employee engagement, the company hopes to improve these areas. The project should target critical performance indicators that will be monitored throughout the execution, such as employee satisfaction surveys, employee turnover rate, employee absenteeism, and employee engagement activities.

• Project Management

The project manager is responsible for leading and managing the employee engagement project. This includes developing the project plan, which outlines the project’s activities, resources, and timeline. The project manager is also responsible for tracking progress and ensuring the project stays on track. They will report to the senior management team on the project’s status and make recommendations for changes if necessary. The project manager will also ensure that the project is completed within budget and that all objectives are met.

• Project Team

The project team for the employee engagement project will include representatives from each department within the company. This team will be responsible for developing and implementing the project plan. They will also be responsible for tracking progress and reporting to the project manager. The team will ensure that all objectives are met, and that the project is completed within budget.

• Stakeholders

Stakeholders in the Employee Engagement Initiative include management, the business, and the workforce. The initiative’s primary target audience and those most impacted by it are the employees. Since they will be taking part in it and ultimately benefit from it, they have great power and interest in the project. The program also holds extraordinary passion and curiosity for management, who oversee and ensure its success.

• Cost Benefit Analysis

A cost-benefit analysis is a project evaluation tool that considers the proposed action has expected costs and benefits. This analysis is used to help make decisions about whether or not to proceed with a project or initiative, as it enables an organisation to determine if the program’s benefits outweigh the costs. The cost-benefit analysis considered the costs of implementing the program, such as training and development costs, and the benefits, such as increased employee morale and productivity. Generally, the workplace project benefits outweighed its costs, prompting the firm to undertake it.

AC 1.2 Project plan – Appropriate planning technique

The Employee Engagement Initiative is monitored and evaluated using the EVM approach (Koke & Moehler, 2019). This method considers the project’s budget, quality, and timeline constraints. Additionally, it will monitor the initiative’s development to ensure its aims are met. EVM is significant since it offers a methodical way to track and assess the initiative’s success. It also assists in identifying any areas that could want improvement and guarantees that the project is on pace to meet its objectives. EVM can make adjustments if the initiative is not progressing toward its objectives.

• The Scope of the Employee Engagement Initiatives.

The Employee Engagement Initiative’s scope includes several initiatives and occasions intended to boost employee engagement. These activities will be customized to the business’s and its personnel’s unique requirements. To ensure the program is successful and meets its objectives, it will be continuously monitored and assessed.

• Timeline for the project

Two supervised sessions are part of the six-week implementation of the employee engagement initiative. The timetable will depend on the needs of the business and the resources at hand. To ensure the program is successful and meets its objectives, it will be continuously monitored and assessed.

• Budget of the project

The effectiveness of The Employee Engagement Initiative will be based on the company’s needs and the resources available using the EVM technique. The technique will guarantee effectiveness in project parameters such as costs and quality.

• Smart Objects and targets that will be used to monitor the performance of the initiative

The smart objectives of the Employee Engagement Project are to increase employee satisfaction by 30%, increase employee productivity by 20%, increase employee retention by 10%, improve communication between employees and management by 20%, and create a positive work environment by 20%. These objectives are specific, measurable, achievable, realistic, and time-bound. They specifically target improvement areas, such as employee satisfaction or communication. They are measurable in that they can be quantitatively assessed. They are achievable in that they are ambitious but realistic. They are realistic in that they can be accomplished within the timeframe set. Furthermore, they are time-bound because they have a deadline by which they should be completed.

AC 1.4 Targets of the workplace project

The target for the employee engagement project is to implement the program within four weeks, complete the initiative in five weeks, make changes in the workplace within five weeks, and evaluate the program’s effectiveness within six weeks. This target is specific, measurable, achievable, realistic, and time-bound. It is specific in that it targets a specific area for improvements, such as employee satisfaction or communication. It is measurable in that it can be quantitatively assessed. It is achievable in that it is ambitious but realistic. It is realistic in that it can be accomplished within the timeframe set. Moreover, it is time-bound because it has a deadline by which it should be completed.

AC 1.5 Project evaluation technique that will be used to evaluate the initiative

• The Kirkpatrick models

The Kirkpatrick model is a four-level model that can be used to evaluate the effectiveness of the Employee Engagement initiative. The four levels are reaction, learning, behavior, and results. This model will be used to evaluate the initiative on an ongoing basis to ensure that it is effective and achieves its goals.

The first level, reaction, will assess employees’ initial reaction to the initiative. This will be done through surveys and interviews. The second level, learning, will assess whether employees have learned anything from the initiative. This will be done through surveys and interviews. The third level, behavior, will assess whether employees have changed their behavior due to the initiative. This will be done through surveys and interviews. The fourth level, results, will assess the overall effectiveness of the initiative. This will be achieved through surveys and interviews.

Surveys will be conducted regularly to measure employee satisfaction with the initiative (Burnett & Lisk, 2019). The surveys will ask questions about the activities, events, and overall experience with the initiative. This information will evaluate the initiative’s progress and adjust as needed. The turnover rate will be monitored to ensure that the initiative effectively retains employees. The turnover rate will be tracked before and after the industry is implemented.

Employee absenteeism will be monitored to ensure that the initiative improves employee morale. The absenteeism rate will be tracked before and after the project is implemented. This information will evaluate the initiative’s progress and adjust as needed. Employee engagement activities will be monitored to ensure that the initiative effectively increases employee engagement (Saks, 2022). The engagement activities will be tracked before and after the initiative is implemented. Monitoring employee engagement activities will help ensure that the initiative effectively increases employee engagement. The engagement activities will be followed before and after the project is implemented. This information will evaluate the initiative’s progress and adjust as needed.

Conclusion

The Employee Engagement project in the real estate company was completed after six weeks. The Kirkpatrick model was used to evaluate the initiative’s effectiveness and ensure that the budget was sufficient to cover the cost of the whole project. The corporation achieved positive results, such as increased employee satisfaction, productivity, and retention significantly. The initiative also resulted in a positive work environment due to improved communication between employees and management.

Recommendations

• The Employee Engagement project should be implemented in other companies to improve employee satisfaction, productivity, and retention.
• The initiative should be monitored and evaluated on an ongoing basis to ensure that it is effective and achieves its goals.
• The budget for The Employee Engagement Initiative should be based on the company’s needs and the resources available.
• Learning Outcome; Financial and Non-Financial impacts of the Employee Engagement Initiative in the Real Estate Company.

Areas that be used to achieve net savings in the workplace project

The project was cost-effective as it applied targeted strategic areas to achieve net savings. These areas included prioritization of e-learning methods to physical, review of the resources needed for the project, conducting it during off-peak hours to save utilities, and creating a budget that was followed strictly.

AC 2.1 Non-financial implications that can result from the workplace initiative

Some of the non-financial implications of the employee engagement initiative are increased employee engagement, productivity, retention, and improved communication among workers and management. The initiative seeks to increase employee satisfaction by providing activities and events tailored to the company’s and its employees’ specific needs. The project also increases employee satisfaction by providing activities and events designed to increase employee engagement. These activities will be tailored to the company’s and its employees’ specific needs. Additionally, the initiative will be monitored and evaluated on an ongoing basis to ensure that it is effective and achieves its goals. The workplace project seeks to enhance communication between employees and control by providing activities and events designed to create a positive work environment.

References

Burnett, J., & Lisk, T. (2019). The Future of Employee Engagement: Real-Time Monitoring and Digital Tools for Engaging a Workforce. International Studies of Management &Amp; Organization, 49(1), 108-119. https://doi.org/10.1080/00208825.2019.1565097

Koke, B., & Moehler, R. (2019). Earned Green Value management for project management: A systematic review. Journal of Cleaner Production, 230, 180-197. https://doi.org/10.1016/j.jclepro.2019.05.079

Munir, F., Miller, P., Biddle, S., Davies, M., Dunstan, D., & Esliger, D. et al. (2020). A Cost and Cost-Benefit Analysis of the Stand More AT Work (Smart Work) Intervention. International Journal of Environmental Research and Public Health, 17(4), 1214. https://doi.org/10.3390/ijerph17041214

Saks, A. (2022). Caring human resources management and employee engagement. Human Resource Management Review, 32(3), 100835. https://doi.org/10.1016/j.hrmr.2021.100835

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