Employee Engagement, Productivity & Performance Assignment Sample

Effective strategies implemented by Deloitte to foster a highly engaged workforce, as discussed in this comprehensive analysis of employee engagement practices.

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Introduction of Employee Engagement Assignment

Employee engagement is a critical step for every company in attaining desired success, which links to job fulfilment and boosts employee self-esteem. Employees which are engaged in any activity are likely to be productive and have high performance (Sun and Bunchapattanasakda, 2019). They also show a superior obligation to a company's goals and values. The employees-work contract has changed a lot, persuasive business leaders to establish a company that is involved in engaging employees as sensitive, passionate, innovative, contributors (Chandani et. al. 2016)

Deloitte Logo

Figure 1:Deloitte Logo

The report highlights the necessity of employee engagement, and what role employee engagement plays in organization's each department. The report also highlights employee involvement and participation methods that may be linked with employee engagement initiatives to improve organizational and employee results. For understanding the importance of employee engagement, the report has considered Deloitte as the case company. Under the name Deloitte, tens of thousands of devoted specialists from independent businesses across the world collaborate to offer specialized clients in-demand services including financial counselling, consulting, risk and risk management, audit & assurance, tax, and related services (Kirchherr et. al. 2017). The report also gives detailed discussions about analyzing the connection between employee engagement and organizational and personnel results and recommends a suitable solution for the company.

(Source: Deloitte, 2022)

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Employees engagement

Employers or manager can inspire employee engagement in numerous different ways, which includes communicating with other employees and staff, present rewards and doing upgrades in work, providing employees with information regarding the company's performance, and also giving constant feedback (Carasco-Saul et. al. 2015). Other strategies for employee engagement include making efforts for encouraging employees to makes them feel valuable and respected in the company. The employee engagement motivates employees to present their idea and provides them with feedback that is of both kinds negative as well as positive. Employees believed that their hard work is being valued and expressive, they trust that they are being valued and supported by their managers and they are gaining the trust of the company (Kumar and Pansari 2015).

Engaged employees grow an expressive connection with their jobs and the company in which they are working, and they put their full potential into working towards organizational goals. Every company has defined their employee's engagement on basis of their own requirements, the general characteristics of engaged employees are:

  • They are motivated to perform their duties because they are aware of their responsibilities.
  • They are creative and dedicated to their company.
  • They are committed to contributing to the growth of their company and are aware of what that success entails (and how to work toward it).
  • They are driven to do well because they have both an emotional and intellectual connection to their company (Eldor and Vigoda-Gadot, 2017).
  • They are both emotionally and intellectually linked to their company, as demonstrated by three key actions, conferring to the subcontracting company. A report by Aon Hewitt states that employees,
    • Say (an employee talks positively regarding their manager, employer to colleagues, customers, and job applicants)
    • Stay (an employee has a strong need to continue with an company in spite of having other various chances) (Kaliannan and Adjovu, 2015)
    • Strive (when an employee tries to make an additional effort towards contributing to their organization's success and goals)

Employees engagement in HR

Each department throughout the company needs to execute several employee engagement measures. It is very well known that in every company HR department plays a significant part in employee engagement approaches to be successful (Albrecht et. al. 2015). The impact of employee engagement on the holding and also well-being and productivity which is the main focus of the HR department. There are few main key parts which HR department needs to accomplish when it derives to refining employee engagement which is as follows:

  • Executive Leadership: The employee engagement leader, the HR department needs to consider a leadership part when it talks about classifying and investment in different ways to enhance engagement strategies. The HR department is also accountable for making sure of visibility and consideration regarding the company outlook for each employee.
  • Employee Engagement: Employee engagement should be a strength of the company's HR personnel. They are the one that appreciate the importance of employee engagement in HR, work on the techniques that are finest for increasing employee engagement, and focus on measuring these strategies, and the necessary actions to frequently improve engagement strategies (Conway et. al. 2016)
  • Training: Department managers must also get training, direction, and coaching from HR on how to be efficiently involved in their workforce. HR needs to set the standards as the employee engagement professionals, when it states to encouraging a routinely addressing factors that hinder the accomplishment of employee engagement approaches, highlighting and applauding progress, and looking past scores and metrics to concentrate on the improvement of the employee.
  • Activities: HR play the important part of the engagement humourist by bringing enthusiasm, anticipation, and inspiration to the process, even if employee engagement is a significant part of a company's accomplishment and plays a significant role in it. By organising employment engagement events, HR can encourage a vibrant workplace that celebrates each employee's contributions and fosters constructive collaboration.
  • Measurement:the HR division need to act as the caretaker for employee participation. HR professionals may generate and implements precise action plans that can be routinely reviewed and addressed with team managers by using regular surveys, department check-ins, and other measuring tools. The HR department must concentrate tight attention on the unique dialogue and tactics that positively affect employee engagement rather than relying only on statistics, analytics, benchmark targets, and ranking figures.

Overall, employee involvement in HR contributes to making sure that all workers are motivated and enabled to perform at their highest level. It has been demonstrated that employees who feel engaged are not only more productive and satisfied in their work, but also more devoted to the organization and motivated to contribute to the success of the firm as a whole (Saks, 2022).

Employee involvement and participation to improve organisational and employee outcomes

MacLeod and Clarke's concept of employee highlights that in companies which have various levels of employee engagement. On basis of engaging for success, these managers focus on people and provide them with scope, treating them as an individual. During the research of MacLeod and Clarke, engage for success could not find one size that fits all approach for employee engagement, but they were successful in searching four common key factors which were needed to be addressed (Jones and Sambrook, 2016). MacLeod and Clarke called these four elements as the four enablers and apply them as pillars for all companies to participate current viewpoint toward employee engagement.

Strategic Narrative

Forming a Strategic Narrative permits employees in a company to get a view of where they have been, what they have achieved, and where they are planning to go. MacLeod in their theory states that these narratives refer to a story that helps people in the company to feel that they belong in the organization and ensures they stay. A story that includes employees in the next stage or chapter. It is a story that focuses on bringing meaning and purpose to people’s working lives (Iqbal et. al. 2017). A company's strategic narrative needs to be an essential part of creating a community in the workplace, it also plays a very important role in how the culture at the office is shaped, and how it will grow through the involvement of more people in the organization.

If this narrative is not able to get engaged employees in a company, then might not invest their time in the development and growth of the business. If this narrative does help in giving employees a vibrant vision of their future, then might be hesitant to stay in the company as an unclear vision of the future may generate doubt in their minds about the potential of the company. If the company states that it is looking to expand in the future, needs to invest time in collecting feedback, and hearing out what employees think is the best way to know about future endeavors. This creates an incorporated vision all over an organization that will be visible to the customer base of the company.

Engaging managers

It is hard to manage employee engagement only through the adoption of new processes and procedures that do not just apply to low-level employees. According to MacLeod and Clarke's notion, organizations with high levels of employee engagement also hire managers to oversee those people. According to Engage for Success strategy, these managers concentrate on their employees and offer them gratitude, treat people as individuals, educate them and develop their employees (Dewing and McCormack, 2015).

A manager that is invested in a team will take their time to determine the best ways to encourage each individual in the company. The manager makes sure that its employees realize that they are been valued and treated as important people who are contributing to a collective. This will lessen the sense of elimination brought on by a lack of appreciation, resulting in workers feeling more at ease in work and more willing to contribute to larger problems.

Employee’s voice

A survey can inform how employees are feeling right now, but it cannot provide them with ongoing ways to explain their feelings. Closing communication lines while concentrating on this one moment in time might cause staff to feel unheard and disconnected. Employee voice, according to the definition provided by Engage for Success, occurs when a company understands that its employees are essential to the solution, to be included, listened to, and asked to offer their experience, skills, and ideas. Giving an employee a voice does not always mean listening to what they have to say, it just means giving them the chance to speak it. Any efforts to increase employee engagement must respond to their input (Ruck, 2017). Employees would not speak out if there are procedures in place for doing so but they are afraid of being punished. Employee feedback won't always be good therefore, management must be ready to work with them and connect with them to attain the desired outcome. Negative feedback is a chance to assess and improve procedures, environments, or policies. Thus, an employee’s voice can be the substance for change in the organization.


Engaging employees serve a purpose, especially when expecting them to take part in company development. Employees will not trust a company if its principles are not demonstrated by managers' or co-workers' regular behavior. This will be seen as a corporate PR stunt.

Establishing a forum for employee input and giving them a voice in larger corporate concerns is one approach to guarantee that an organization's values are represented across its business strategy. Additionally, there must be some clarity on how this feedback is addressed. Employees should be able to track the development of their input and how management has opted to respond to it through processes that have been established.

Justifying and outlining practices that will be effective in context with Deloitte

After long research and discussions, the company Deloitte came across solutions to solve problems relating to employee engagement. Employers have more negotiating power, the market is also more visible, and finding trained and experienced workers is the hardest task for every business. Around 10,000 of committed experts from self-determining firms all over the world work collectively in the name Deloitte to provide specialized customers with in-demand services including audit and assurance, consulting, risk and financial counselling, tax, and associated services. All these companies are members of Deloitte Touché Tohmatsu Limited; UK based private limited company by Guarantee (DTTL) (Burnett and Lisk, 2019). Deloitte has offices all over the world; its biggest markets outside of the US are Spain, the Belgium, Netherlands, Mexico, Portugal, Brazil, and Canada.

The major issue that needs to discourse is the mature idea of an employee engagement survey. It seems like the company is using measures of engagement which are used for so many years, which are not able to provide them with a modern actionable solution to their problem (Stoyanova, and Iliev, 2017). The company is using its typical process, in which the company deploys yearly surveys to standardize a company's level of employee fulfilment.

Industrial psychologists make up a considerable share of the market for survey providers, which is estimated to be worth $1 billion. These professionals have created statistical models that link revenue with different job characteristics. The industry pioneer Gallup advocates a poll of 12 straightforward variables that, statistically, predict retention (Will Gosling, 2016). Other suppliers have their models, many of which are concentrated on the traits of management, career possibilities, leadership, and other aspects of the workplace.

Although approaching all four drivers of engagement could appear to be a big challenge for the case company, recognizing that they frequently overlap and interact with one another and that neither can occur without the other will help and make efforts to succeed. The first domino will fall with even a minor adjustment, such as adopting a company-wide view on innovation in contrast to a top-down strategy. By using innovation management software, case companies can promote employee engagement and give their workforce a voice.


Figure 2: Deloitte

(Source: Sumit Arora, 2022)

A critical analysis of evidence from literature, case studies and websites

Employee engagement means considerate and authorized workforces for flexibility, innovation, and determination. Employee engagement endures to be a big test for businesses, with around 48% recorded by the survey. The demand and expectancy of multi-generational, diverse, mobile workforce need a quite stretchier, employee focused environment for the company which is just started to grow. The company is fighting a battle to design striking and attractive workplaces, which focus on providing flexible benefits and developing attractive corporate cultures in a determination to increase employee engagement, which has become a C-suite concern for the company. It is a component of working life that can—and, ought to be regularly and proactively checked.
Deloitte's year research and experience suggested that there are main directories and fundamental attributes which work together to direct employee engagement and make the organization merely irresistible to the workforce for both the potential and present employees.

(Source: Bersin by Deloitte, 2022)

The connection between employee engagement and organizational and employee outcomes

In recent studies, it is noted that around 45% of respondents said that their company uses consistent tolls across their business. And less than a third integrate metrics to identify high performance in individual employees based on their roles. Employees' engagement with performance outcomes helps in demonstrating impacts on the organization's KPIs (Shane McFeely, 2021). When the performance is measured and further discussion helps in building engagement and on the other hand when engagement is measured it helps in motivating the performance of employees. There is a strong relationship between engagement and organizational performance and this concept must be elevated to the leaders of the company. To start connecting engagement and performance, the company needs to identify KPIs which are important. The company could track its performance metrics at the every employee level or might be at the aggregate level by the team or department. The Deloitte company has set-up the several dimensions to measure the irresistibility of its company, these are collaboration and communication which provides and also focus on promoting simple as well as logical processes with the resource that employees required in focusing to do their jobs, which are as follows:

  • Positive work environment –It emphasizes sustaining a culture of recognition and is adaptable, collaborative, compassionate, and inclusive, with perks and programs that let work fit into workers' schedules.
  • Trust in leadership - because of motivating managers that support their staff, openly communicate, and accomplish the objective, vision, and purpose of the company.
  • Growth opportunity - for lifelong learning, professional growth, and career advancement, with an emphasis on promoting and enabling internal mobility.
  • Supportive management - It sets clear goals, coaches for high performance, develops future leaders, and offers ongoing feedback to lead and empower its staff.
  • Meaningful work - It plays on workers' skills, empowers them, offers them a sense of determination, and delivers them with the resources and freedom they need to grow and flourish


Employee engagement covers outside employee satisfaction and also a dynamic and comprehensive approach that can capture the difference that will help in driving focus where it is needed and matters the most. To work toward the goals, the company need to consider the following points :

  • Address engagement issues as fast as possible, at the business where engagement matters the most managers could make a significant effect on their employee level of accessory given their jobs, co-workers, and the company itself.
  • The ability to measure the present employee population and satisfy the demands of the organization's shifting workforce demographics should be confirmed by reviewing historical employee engagement suppliers (Shenoyand Uchil, 2018).
  • Link employee’s engagement measures to outcome for business like performance management outcomes or data of sales to further recognize the problem's theme at the major important level and also to help in retaining engagement over time.
  • Track engagement to get a general sense of where it stands, and track topics further using pulse surveys to shift the company from a "once and done" strategy to one of "always listening." Organizations may swiftly acquire information and feedback with the use of pulsing to decide on initiatives that will foster more participation (Osborne and Hammoud, 2017).


The report concluded the status of employee engagement in the organisation. It is a critical step for every company in attaining desired success, which links to job satisfaction and boosts employee morale. the report talks about the case company Deloitte’s employee engagement observes and processes which are combined with employee contribution and involvement to improve organizational and employee outcomes. The report concludes that there is a strong linking between employee engagement and organizational and employee results.


Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance.

Bersin by Deloitte, 2022. Deloitte. (Online). :<https://www2.deloitte.com/content/dam/Deloitte/us/Documents/human-capital/us-cons-engaging-the-workforce.pdf>. (Accessed on 17/12/2022).

Burnett, J.R. and Lisk, T.C., 2019. The future of employee engagement: Real-time monitoring and digital tools for engaging a workforce. International Studies of Management & Organization, 49(1), pp.108-119.

Carasco-Saul, M., Kim, W. and Kim, T., 2015. Leadership and employee engagement: Proposing research agendas through a review of literature. Human Resource Development Review, 14(1), pp.38-63.

Chandani, A., Mehta, M., Mall, A. and Khokhar, V., 2016. Employee engagement: A review paper on factors affecting employee engagement. Indian Journal of Science and Technology, 9(15), pp.1-7.

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Dewing, J. and McCormack, B., 2015. Engagement: a critique of the concept and its application to person-centred care. International Practice Development Journal, 5.

Eldor, L. and Vigoda-Gadot, E., 2017. The nature of employee engagement: Rethinking the employee–organization relationship. The International Journal of Human Resource Management, 28(3), pp.526-552.

Iqbal, I., Zia-ud-Din, M., Arif, A., Raza, M. and Ishtiaq, Z., 2017. Impact of employee engagement on work life balance with the moderating role of employee cynicism. International Journal of Academic Research in Business and Social Sciences, 7(6), pp.1088-1101.

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Kaliannan, M. and Adjovu, S.N., 2015. Effective employee engagement and organizational success: a case study. Procedia-Social and Behavioral Sciences, 172, pp.161-168.

Kumar, V. and Pansari, A., 2015. Measuring the benefits of employee engagement. MIT Sloan Management Review, 56(4), p.67.

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Saks, A.M., 2022. Caring human resources management and employee engagement. Human Resource Management Review, 32(3), p.100835.

Shane McFeely, 2021. The Relationship Between Employee Engagement and Organizational Performance. (Online). :<https://www.quantumworkplace.com/future-of-work/the-relationship-between-employee-engagement-and-organizational-performance>. (Accessed on 189/12/2022).

Shenoy, V. and Uchil, R., 2018. Influence of Cultural Environment Factors in Creating Employee Experience and Its Impact on Employee Engagement: An Employee Perspective. International Journal of Business Insights & Transformation, 11(2).

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Sun, L. and Bunchapattanasakda, C., 2019. Employee engagement: A literature review. International Journal of Human Resource Studies, 9(1), pp.63-80.

Will Gosling, 2016. Engagement. (Online). :<https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2016/employee-engagement-and-retention.html>. (Accessed on 19/12/2022).

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