Employees Do Not Feel Valued

Step 1

Employees do not feel valued.

As an employees I would not work to my full extent with the impression I am not valued by my employer. I also would not put a lot of thought in to my work because of not being valued, that could be the reason their work it being rejected.

Step 2

What can the executive team do to reverse the down-

ward spiral of employee morale and increased workload

requiring overtime?

*Let the employ know they are valued and the company cannot succeed without them. Let them know that overtime will have to be part of the job right now until everything is caught up.

How can the executive team help the Roanoke branch

retain its current clients and gain new ones?

*Advertising about the company will bring in new clients. If the current employees are happy and everything gets worked out then the employees will be more likely to talk positively about the company. Word of mouth is the best advertising there is.

Is training needed for employees and/or managers?

If so, what types of training are required? How can

the executive team accomplish training over time to

minimize impact on business?

*Yes training is needed for both managers and employees because at this time the company want to “start new” so it needs to start new with the right attitude. Service excellence would be the training of choice. Over time this will show to have loyal employees.

What can be done to streamline or reorganize the office

procedures or to incorporate new technology to improve

productivity? What training/support will then be needed

to enable the office employees to embrace the changes

and succeed?

*The training needs to start with the managers because they are the ones that are on the front line with the employees. Once they are trained on service excellence then the employees will be next. During the service excellence they will be taught to work as a team to promote the company.

Step 3

How much time is needed to accomplish each component

or stage of your plan?

* Approximately 3 – 4 weeks

Are there steps that must be completed before another

phase can begin?

* All employees and managers need to know that this will take place and a new start will begin.

How long will it take to complete each step?

* It will take a week for the managers to be retrained and a week for the employees

How will it impact the daily operations of the branch

and headquarters?

* It will not affect the operation at all because it will be done in shifts.

Step 4

Who at Phoenix Advertising and/or the Roanoke branch

has the experience, training, and qualifications to achieve

this stage of my plan? What proves he or she is the one

for the particular phase?

* Account review – Jalynn Taylor and Head of Graphics dept. - Rene Fellure will be part of the plan. They have been chosen because they have expressed their concern to see the company changed for the better.

What exactly do I want that person to do to accomplish

this step? When? How?

* They will go through training with me, then one will train the managers and the other will train the employees.

Who oversees the implementation of each phase?

What progress reports must be provided to the executive

team and when?

* I will see the implementation of each phase. The progress will be shown to the executive team when each have been trained.

What’s my part in the proposed plan of action?

* Training Jalynn and Rene to assure company success.

Step 5

The number of employees involved in each phase

* There are 10 employees and 5 managers.

The loss of employee time from completing regular

obligations of current job

* 40 hours

Any travel or materials/workbooks needed for training

* There will be no travel and I will make the workbooks for the training.

Step 6

Organize your prewriting from Steps 1–5 using the following

main headings:

Introduction:

Phoenix Advertising is having some issues keeping employees because they are working long hours, not being paid overtime, not feeling valued and the clients have noticed this which is bring down revenue.

Background: Phoenix Advertising has been one of the top companies in Arizona for the past 15 years but for some reason things have hit rock bottom and employees are not happy.

Proposal: Re-training all the employees

Schedule: It will take one week for managers and one week for employees

Staffing: Account review – Jalynn Taylor and Head of Graphics dept. - Rene Fellure will be the trainers

Budget: The budget will be evaluated to pull funds

Step 7

February 06, 2014

Gregory S. Forest
The President
Phoenix Advertising
Charlotte, North Carolina.
U.S.A.

Dear Mr. Forest:

REF: A PROPOSAL TO REVIEW THE WORKING CONDITIONS OF EMPLOYEES AT ROANOKE BRANCH

As the vice president of human resource department, I am writing this letter to propose a revision of the terms of employment of employees of Phoenix Advertising, Roanoke branch. The problem is that the labor turnover rate has been at an all-time high. I do believe this is because there is no communication between managers and staff, long hours not being paid and work being rejected without explanation as to why. I will explain those in more detail below.

Background:In the last three months, two of the top managers, our art director and an account executive have departed the branch. Each of these past employees has left these positions for a competing agency. Three of the graphic designers and four of the copywriters are threatening to leave because they feel their creative efforts are being rejected or revised without consultation from them personally. They want to be part of the collaborative team and not just produce work that the art directors and account executives evaluate arbitrarily.

In an attempt to show increased profitability, the branch is accepting all potential clients without equaling the accounts in terms of current project workload. As a result, without being given any notice and without compensation for the additional hours, all employees are working long hours several days each week. Employees’ attitudes and production have been decreasing with each day.

Proposal: With this letter, I would propose that all employees at Roanoke branch be subjected to an appraisal. I suggest division of labor and specialization to ensure efficiency in work such that no employee is overworked and any work done in overtime is compensated. With that said I would like for the staff to only work a 40 hour work week, meaning everything over 40 hours will be overtime and that member will be paid at the rate of time and a half. There will be six holidays that employees will have off. The holidays that will be observed are: New Year’s Day, Memorial Day, Labor Day, Independence Day, Thanksgiving Day and Christmas Day. If production is at its high then employees will be required to work those holidays and be compensated for them. Moreover, some of the existing staff should be promoted or rotated so as to motivate and revitalize them. I would not like them to be moved against their will because that will only cause them to feel out of place which could result in their departure of the company. I would like to ask staff members (volunteers) if they would like to be in a different department or would like a different assignment. If they would then we should do so and staff the area they left.

Staffing: I propose the current credit controller, the claims manager and the chief accountant be promoted to branch manager, audit manager and the financial manager respectively. These people are the most qualified among the existing employees. Their immediate juniors should take up their positions, with proper training. I would also like to hire several more staff members because I believe this will help the company rise to the highest as it once was. I also feel that the employees should help in the search for new employees because they have several friends that are also in the same field as they are. The ones they recommend will already have years of experience and could potentially save the company several thousand dollars to in training fees.

Budgeting:As I mentioned before I would like to hire new staff and promote the ones that have a great running history with the company. With that in mind I would like you to understand I would like to hire on the low end and not the high end of our company. Example: the art director will be promoted to executive direct and we would hire an art director to fill that opening as opposed to hiring an executive director with experience, we will train our new director the way we see fit and save the company several thousand dollars a year.

Clients: With all of the issues mentioned above I would like to remind you that we are a for-profit-organization and we rely on the word-of-mouth as advertising for our company. During the time of my investigation I have done several surveys with our clients and I am sad to report that they have been negative feedback. The biggest concern the clients have is the timeliness and quality of their orders. I have assured them it will be high quality and delivered on the date of their contract. With that mentioned if our clients are skeptical now, I am afraid they will “talk” with other companies and we will lose business, meaning that will be the end of Phoenix. We have too many employees that depend on having their jobs and I do not want to see this company fail.

Request for authorization: I kindly suggest that this proposal be authorized in the next two months so that the changes proposed herein are acted upon without further delay. I have high confidence and optimism that what has been proposed will come to fruition, and the recurring problem will be solved at Phoenix Advertising, Roanoke Branch. If you have any questions I am always available to take any suggestions you may have. I am concerned about the welfare of our company and I would like to get to the bottom of this matter as soon as possible. Please feel free to contact me at any time.

Sincerely yours
Signature
Human resource Vice president

February 06, 2014

Gregory S. Forest
The President
Phoenix Advertising
Charlotte, North Carolina.
U.S.A.

Dear Mr. Forest:

REF: A PROPOSAL TO REVIEW THE WORKING CONDITIONS OF EMPLOYEES AT ROANOKE BRANCH

Background: The main cause of this has mainly been due to resignation attributable to poor remuneration, working overtime with no compensation and increasing workload without additional staff. Over the last three months alone, two top management level employees, the art designer and an account executive resigned to work with a competing agency. There are threats from three graphic designers and four of the copywriters of quitting.

Proposal: With this note, I would propose that all employees at Roanoke branch be subjected to an appraisal. I suggest division of labor and specialization to ensure efficiency in work such that no employee is overworked and any work done in overtime is compensated. Moreover, some of the existing staff should be promoted or rotated so as to motivate and revitalize them.

Budgeting: The cost of promoting the current staff as compared to hiring new staff is relatively low. This will save the company a significant amount of money each month. For example, hiring a new credit controller would cost $ 30000 a month as compared to promoting the assistant who will command a figure of about $ 20000 a month.

Sincerely yours
Signature
Names
Human resource Vice president