Question

Refer to the following scenario for the questions.

A downturn in the economy has resulted in reduced funding. Recently other nonprofits have entered the field and are vying for the same financial resources, resulting in employees working longer hours in a fierce competition to earn grants.
Key areas in the most recent employee engagement survey dropped significantly, citing the long hours and pay inequities. In contrast, however, employees were quite pleased with the benefits that are offered, the positive work environment, and recognition for their corporate social responsibility (CSR) work.
How should the HR director respond to the negative feedback from employees?

A. Wait until the organization's funding stabilizes, and then see if the negative feedback subsides.
B. Create an employee engagement strategy and business case to present to the CEO and the board.
C. Withhold further action, since the good comments from the survey far outweigh the negative comments.
D. Continue to research the issues to understand if there are more negative things that are wrong.

Answer 1

The HR director should develop an employee engagement strategy and business case addressing the negative feedback by balancing immediate actions and long-term sustainability plans for employee satisfaction, while also improving the organization's culture.

Step-by-step explanation:

The HR director should respond to the negative feedback from employees by creating an employee engagement strategy and presenting a business case to the CEO and the board. This approach is proactive and addresses the concerns head-on, showing employees that their feedback is valued and taken seriously. The strategy should consider the repercussions of the economic downturn, the increased workload due to competition for funding, pay inequities, and long working hours. It may also include measures to support staff, such as access to mentoring, opportunities for feedback, initiatives to correct pay disparities, and managing workloads to prevent burnout.

It is clear that while employees appreciate the benefits and corporate social responsibility initiatives, these positives do not fully mitigate their concerns about workload and pay inequalities. The strategy should balance immediate actions to improve employee engagement with long-term planning that ensures the sustainability of both employee satisfaction and organizational objectives during and after economic downturns

Ignoring the negative feedback or merely waiting for the economy to stabilize without action could lead to increased staff turnover and damage to the organization's reputation as a desirable employer. Instead, a commitment to continuous improvement and responsiveness to employee needs should be a cornerstone of the organization's culture.