One-to-One Interview - Essay Example

Step 2A: Surveys EmployeesKey Survey QuestionObjective of Question/Information ExpectedWhat is done differently in the Roanoke branch in terms of policies, procedures, and practices 1. Identify branch-specific problems/challenges contributing to the problems investigated.2. Identify the level of formalization in the branch.3. Contextualize problems/challenges within the company's overall business objectives and prevailing business climate. 4. Identify major actors (personnel, teams, and departments) responsible for the persistence of the investigated problems.

How do you explain increasing employee dissatisfaction signals in Roanoke1? Identify nature and veracity of reasons for employee dissatisfaction and quitting.2. Nature and extent of the effect of actions taken to address perceived alienation. 3. Assess functionality and effectiveness of communication system.4. Examine sensitivity and responsiveness of branch management team. How can future occurrence of employee resistance prevented1? Get possible solutions to the problems investigated. Clients Main Survey QuestionObjective of Question/Information ExpectedWhat attracted your company to Phoenix Advertising1.

Identify strengths and competitive advantages as well as weaknesses of Phoenix. What is the level of your satisfaction with services provided by Phoenix Advertising Give examples to illustrate your points.1? Identify nature, extent, and possible reasons for dissatisfaction with Phoenix services2. Examine sensitivity and responsiveness branch management team. What will make your company maintain its account at Phoenix1? Have an insight into the effectiveness of customer relations of the branch.2. Generate solutions to problems 3.

Identify opportunities for improvement and expansion of market December 19, 2009. The General Manager, Phoenix Advertising, Roanoke, Virginia. Investigation of Client Complaints and Matters Arising I have been tasked by the President of Phoenix Advertising to carry out an investigation into complaints by clients served by your branch and other issues of management concerns. You know clients' satisfaction has been the key to our success and your branch has been very strategic to the overall success of our company.

As you will recall four clients served by your branch complained about our services last month. As you also know, the Art Director and Accountant left the company in the last three months. Similarly, three graphic designers and four copywriters are threatening to quit. From the preliminary investigation carried out by the Headquarters these dissatisfaction signals, which have resulted in declining employee morale and productivity, are partly attributable to 1) perceived exclusion in decision making on certain technical issues/processes, and 2) increased workload without compensation for additional hours spent time by salaried employees.

Given these regrettable happenings, the President has mandated me to carry out field research to investigate the nature and extent of the problems, identify causes and effect of the problems on branch performance and recommend solutions to the problems identified. This will require conducting interviews, surveys of clients, and review of records and policy documents in your branch. I will be in the office for one week. I, therefore, need your full cooperation and support by making available your hr program and policy documents, staff performance appraisal records, and procedural manuals.

I will also appreciate your assistance in making arrangements for meetings with your departmental managers and a sample of clients in the last six months. The Headquarters put a high premium on your outstanding performance. You have personally been very supportive of our reform drives and I am looking forward to working together with you towards solving these emerging problems. Sincerely, Mark-B.Vice President, HR Management Step 2ProblemFacts and CausesImpacts and effectsSolutionPoor channel of Communication Meetings are not held regularly.

Even when held, the Chain of command is unnecessarily hierarchical. Powerlessness employees manipulated by the conditions of employment and company dynamics. Poor employment relationship Decentralizing decision making using network structure of authority adopting an HRM control strategy to manage the employment relationship with reference to the emerging conflicts in the branch.Using lateral communication.Regular departmental and managerial meetings. Uncompetitive compensation Wages and salaries of managerial and staff persons are the least in advertisement sub-sector in North Carolina (57% of employees surveyed in the last evaluation of employment relationship considered their job uninteresting and dissatisfying).

Breach of the employment agreement. Lost paid man-hours due to fiddling and sabotage Low employee morale and productivity. Improved compensation: increase in salaries to standards in sub-sector; instituting reasonable OT; award for merit and breakthroughs; Incoherent career development plan training for highly skilled employees in 2 years.No provision for financial support for privately sponsored capacity building programs. No Promotions. Self-estrangement Low morale and productivity Frequent training.

Promotions aligned to career progression. Deficient management structure low degree of departmentalization and wide spans of control. There is no HR manager: HR officer works under Admin Manager.HR office lacks the capacity (resources, staff, and expertise) to manage personnel performance. Only an HR officer manages HR duties. The company's strategic HR strategic plan is Headquarter-imposed making it difficult to implement. Structural instability and lack of team spirit Low morale and productivity Creation of an HR department with competent staff and resources to manage hr duties.