An action plan is a defined set of steps necessary to address workplace issues. Human resources practitioners define employee engagement as the level of enthusiasm, motivation and self-interest with which employees approach their job duties and responsibilities. Employees who merely show up at work, put in 8 hours, and leave without investing time and interest in their production level or quality of work are generally described as not being fully engaged employees. Employee opinion surveys and action plans can resolve and improve employee engagement.
Discuss the purpose of your company’s action plans with the human resources team. A common use of action plans is to correct workplace issues that come to light after conducting an employee opinion survey. Typically, an employee relations specialist gathers information from employee opinion survey responses and assigns an action plan to members of company’s leadership team or human resources department staff who can address concerns within their areas of expertise.
Convey your understanding of the action plan’s purpose. The purpose of the action plan is to improve conditions with which the majority of employees are dissatisfied; the conditions are usually mentioned through the employee opinion survey.
Review the results of employee opinion surveys administered before development of the action plans. Look at the responses that employees provided concerning working conditions, compensation and benefits, leadership effectiveness and any other measurements obtained through conducting an employee-opinion survey. Upon completing an employee-opinion survey, employee relations specialists typically construct action plans for executives and company leadership. Study the action plan steps for which you are responsible. If you are the organization’s compensation director, you can expect to be assigned action steps related to issues concerning the compensation and benefits structure. Workplace issues related to competitive salaries and wages, pay increases and benefits packages are a few of the areas that employees mention in survey responses.
Draft a list of tasks you must complete for your assigned portion of the action plan. Using compensation and benefits as an example again, if the survey responses indicate employees believe they aren’t being compensated fairly or that they’re being paid significantly less than nearby competitors, your first task is to determine if their claims are true. Subsequent tasks may include discussing compensation structure changes with executive leadership and the company’s financial officers, or revising compensation practices for certain positions within the organization after determining how changes will impact your workforce budget.
Outline the resources necessary to complete your tasks. Include resources such as market surveys, online sources such as Salary.com and PayScale, and government data published by the U.S. Bureau of Labor Statistics. Use your professional networks as additional resources. Ask for information from colleagues and other compensation experts about competitors’ wages. It may be easier to obtain information if you agree to exchange information with your colleagues. If you intend to prepare a market trend report or similar document, agree to share your information with compensation professionals who provide you with information.
Prepare a written summary of the tasks you complete and the resources you used to complete each task. This makes it easier for the human resources staff member responsible for assembling completed action plans. Write your summary from a human resources perspective and draft another summary for communicating with employees about the information you obtained in response to the employee opinion survey.
Ruth Mayhew has been writing since the mid-1980s, and she has been an HR subject matter expert since 1995. Her work appears in "The Multi-Generational Workforce in the Health Care Industry," and she has been cited in numerous publications, including journals and textbooks that focus on human resources management practices. She holds a Master of Arts in sociology from the University of Missouri-Kansas City. In addition, she earned both the SHRM-Senior Certified Professional (SHRM-SCP), through the Society for Human Resource Management, and certification as athe Senior Professional Human Resources (SPHR) through the Human Resources Certification Institute. Ruth also is certified as a facilitator for the Center for Creative Leadership Benchmarks 360 Assessment Suite, and is a Logical Operations Modern Classroom Certified Trainer . Ruth resides in North Carolina and works from her office in the nation's capital, Washington, D.C.