5UINB

Part B (AC3.1, 4.1)

Based on the group work you have been involved in for Part A, and your own research, compile a report for your own organisation’s senior managers (or for another organisation you are familiar with or been involved

with) setting out the case for your organisation adopting the concept of employee health and wellbeing, with recommendations for a health and wellbeing programme.

Your report should:

a. Set out and compare the differences between primary and secondary sources you have used and justify your use of these sources, and the validity and reliability of the data you have researched as an individual or as part of the group activity

b. Identify who the main stakeholders are that you are addressing the report to and analyse their interest and influence in the area being investigated.

c. Using an appropriate mix of diagrammatic and narrative formats, draw conclusions from your own and the group research and make recommendations to the stakeholders you have identified. Justify your conclusions and recommendations by reference to the data analysis you have undertaken

d. Compile a health and wellbeing programme/plan for your organisation as part of your recommendations.

You should refer to relevant theory and apply theoretical models. You must indicate in the reference list/bibliography what sources were your own contribution to your report and which came from the group activity.

You can draw upon the research conducted during the group activity but you must also show that you have been able to research further on your own and provide evidence of doing this.

Guidance

To stay within the word count requirements, you will not be able to provide as much detail as you would realistically be expected for a report of this nature. What you are expected to do is produce an abridged report that could be expanded to a full version. To help you achieve this, you should work within the template boxes below, which provides specific guidance on each requirement.

5ENGA

Part A (AC1.1, 1.2, 2.1, 2.2)

There are many examples of organizations that clearly misunderstand the concept of employee engagement. Often levels of employee engagement are measured in a very superficial way that potentially adds very little value - for example, by the use of employee engagement surveys. Your recently appointed C.E.O, in the past has been a very strong advocate of engagement surveys. He has come to you (in HR) for advice and has asked for a proposal for how levels of employee engagement can be effectively measured. He/she has asked for an initial report which should provide explanation covering the concept and components of employee engagement and evidence showing its contribution to achieving business outcomes.

Your report should be structured under the key theme of:

An overview of the concept of employee engagement and why your C.E.O., together with all other key stakeholders, should recognize its significance

5ENGB

Part A (AC3.1, 3.2, 3.3 ) (1700 words)

This report builds upon Part A in which you were asked to write an initial report against the context of the following:

There are many examples of organisations that clearly misunderstand the concept of employee engagement. Often levels of employee engagement are measured in a very superficial way that potentially adds very little value - for example, by the use of employee engagement surveys. Your recently appointed C.E.O, in the past has been a very strong advocate of engagement surveys. He has come to you (in HR) for advice and has asked for a proposal for how levels of employee engagement can be effectively measured. He/she has asked for an initial report which should provide explanation covering the concept and components of employee engagement and evidence showing its contribution to achieving business outcomes.

In this report, you are asked to consider the practical application and measurement of employee engagement.

Your report should be structured under the key themes of:

• A detailed analysis that demonstrates your clear understanding around the complexities of recognising and measuring levels of employee engagement.
• A range of suggestions to make to the CEO covering alternatives to engagement surveys, identify the key benefits of these.
• Examples of organisations that have adopted effective strategies to measure levels of employee engagement, thereby collating a range of realistic best practice ideas.