CIPD 5HR01 Assignment Example | Employment Relationship Management
A review of emerging development to inform approaches to employee voice and engagement.(AC1.1)
In order to maintain its position as a leader in the field, Go Quest must make employee voice and engagement a top priority, focusing on social, emotional, and intellectual aspects. These elements, such as affective engagement, intellectual engagement, and social interactions, play a crucial role in determining the success of an organisation (CIPD, 2017). Thus, it is crucial to develop a well-rounded engagement strategy that includes all of these dimensions.
Key elements that contribute to boosting employee engagement include promoting integrity, amplifying employee input, demonstrating strong leadership, and involving managers. The foundation of an organisation lies in the voice and integrity of its employees. Trust is established by strong leadership, while managers who are actively involved create an environment that prioritises and maintains trust. Therefore, it is crucial for Go Quest to give top priority to the development of its managers, encourage open and honest communication, and nurture strong leadership skills in order to create a positive and productive work environment (CIPD, 2017).
The emergence of social media platforms such as LinkedIn and X has had a profound impact on the way employees engage and express themselves (Jha et al., 2019). Go Quest has the opportunity to utilise social media to showcase success stories, amplify positive feedback, and establish a brand that deeply connects with its employees.
Engagement surveys are vital for assessing employee sentiment. Regularly conducting surveys allows Go Quest to gain valuable insights into various aspects, including job satisfaction, work-life balance, and leadership effectiveness. This helps the company make well-informed decisions that improve employee engagement. Although it is crucial to promote active participation, it is even more essential to prioritise preventing burnout (Jha et al., 2019).
