Essay
The case study of The Oldbridge District Council (ODC)
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The activity involved the analysis and visual presentation of the employee engagement survey data for the Oldbridge District Council.
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, FINDINGSAccording to CIPD (2020, A), organizations have a need to collect and record human
resources data. The source defines people analysis as also known as human resources
analysis and workforce analysis, the control and use of analytically processed data about
the workforce to solve commercial problems. It adds that the data collected by Human
Resources (HR) such as payroll, absences, operating performance, working conditions,
motivation and more, provides professionals with information about the organization
regarding their workforce and this can help improve decision making based on the evidence
of the collected data.
Using human resources data is probably the most valuable asset the HR team has. Why?
Because when these data are used with the intention of improving decisions, it has the
effect of making employees happier, adding value to the company by optimizing processes
(Marr, 2018). This data turns into insights such as identifying and attracting the right
candidates, predicting when employees will leave and keeping both old and new staff
happy. The source adds that a report from The Economist Intelligence Unit says that 82%
of organizations plan to increase the use of data in human resources. It argues that people
are and will always be the engine of success and the role of the Human Resources team is
evolving and as the ability to collect and evaluate data increases the opportunity increases
for Human Resources teams to add more value to the organization.
In the case study of The Oldbridge District Council (ODC), five key issues of concern
stand out from the results.
1. Lack of wages and benefits
Only 21% are satisfied with their salary and benefits, but no one says they are "very
satisfied". Although in surveys of this type of most people are usually dissatisfied with
salary and benefits, which could be considered as something not alarming or surprising,
the fact is that (ODC) has restricted the increase of salaries for some years and the financial
situation will remain very challenging for the foreseeable future. According to IOSR
(2019), the human resource management model started with Fombrun in 1984, with four
policies: selection, evaluation, development, and reward. Followed by Beer in 1985 with a
focus on four areas: human resource flow, the reward system, employee influence and the
seven job. Finally, Storey in 1992 identified the reward as key in the management model.
Therefore, it is extremely important that organizations develop payment and reward
systems for workers. According to Bratton and Gold (2003, p360), reward refers to “all
monetary, non-monetary and psychological payments that an organization provides to its
employees in exchange for the work they do”. Therefore, if employees are not satisfied
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