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Project Name and Purpose
The project name is the Employee Recognition Framework. It is established to help in designing, developing, and implementing the recognition framework for the employees in an organization (Swider et al., 2015). The issues such as communication strategy, policy framework, healthy workplace, and retention of the workgroup are the main factors of focus in the project development. The reason for the establishment of the project is to improve the ability of the organization to attract and recruit high-quality professionals (Bradler, 2013). The main focus here is to enhance effective competition in the market through the production and provision of high-quality products and services. The project will assist the organization to respond effectively to the levels of employee engagement and perception about their workplaces.
It will be used as a planning element in the human resource department as a way of improving the value of employees to the organization. The concept of a healthy workplace is also addressed here as a way of improving morale and hence productivity. A healthy working environment is essential in developing confidence among workers because they can accomplish their tasks with ease (Vos et al., 2009). It helps in complementing and building upon the existing organizational recognition of employees. In the process, it helps in improving the values of the human resources and escalates the levels of performance of the management. Through the project, the organization will be able to develop a strong base of human resources that will help in spearheading its productivity and marketability of products and services (Lysova, Richardson, Khapova, & Jansen, 2015).
Through the Employee Recognition project, it is possible to increase the individual productivity of employees. By recognizing the desired behavior and the manner of doing things, the employees are encouraged to repeat these behaviors several times at their workplace. As a result, they continue to achieve high productivity, which can be reinforced through a strong mission and vision of the organization. It will help the organization to achieve greater employee satisfaction (Swider, Zimmerman, & Barrick, 2015). As a result, more time is taken focusing on the tasks assigned to them. In this context, it is possible to achieve direct performance feedback from the individual employees as well as project teams.
A high level of loyalty and satisfaction scores for the employees is one of the main focuses of the Employee Recognition Framework project. To develop teamwork among employees, it is essential to ensure that the workers are contented with the working environment and how the organization responds to their welfare. The project tends to develop policies that would enhance lower employee turnover and retention of high-quality professionals (Vos, Dewettinck, & Buyens, 2009). To achieve these desired aspects, the project will develop a system for a better safety workplace environment. The elimination of negative effects reduces problems such as absenteeism, stress, and lack of satisfaction.
Scope of the Project
The Employee Recognition Framework project will help the organization to identify the right employees during the recruitment process. It will also help in retaining the employees for a long time by recognizing the demands of employees and cater to them promptly.
Objectives
The main objective of the Employee Recognition project is to create a better workplace culture, which includes regular admission and monitoring of recognition and feedback. That way, it will be possible to create an effective framework through which an organization can address the issues related to its employees interests and demands. The project is also aimed at recognizing the employees performance following their high-quality service provision and commitments to ensure that the organization achieves the best results. Employees hard work and determination are the propelling force behind the organizations success (Bradler, 2013). By developing an employee recognition framework, the organization tends to improve its production and high quality of products and services.
The project is aimed at reinforcing the connection between employee performance and business goals in the organizational departments. The connection is created based on the core objectives of the organization as well as its core values. The main objective here is to achieve corporate goals (Swider et al., 2015). In this context, an employee can only perform duties effectively if they have appropriate knowledge about corporate goals and core values. The project will enhance an effective assessment of how employees perform their duties within the organization in line with the core values and objectives of the organization (Vos et al., 2009). As a result, the vision and mission as well as the organizational culture become more profound in the market.
Another objective of the project is to develop an essential tool and guideline that support departments within the organization to facilitate employee recognition activities. A good guideline is important in building a systematic infrastructure for the organization to evaluate the performance of their employees (Swider et al., 2015). Through the system, they can identify the rights recruits, employ experienced workers, and retain them for a long to reduce the employee turnover rate. This objective is important because it helps the organization to identify the right employees at the point of recruitment. Through an employee retention strategy, the organization will be able to retain these experienced workers for a long time. As a result, their productivity and market presentation will increase (Bradler, 2013).
The following table shows the main objectives of the Employee Recognition Framework project, the measure of its success, and measurement elements used.
Table. 1. The objectives of the Employee Recognition project.
Overview
Sponsorship and Ownership
The Employee Recognition Framework project is owned by the organization as one of its internal projects for improving its overall performance. The organization funds the project, which it believes will create a significant change in the performance of its employees in all departments.
Description of the Project
The Employee Recognition project is a three-month developmental project undertaken to create a systematic framework for recognizing the potential, skills, and ability of employees to perform well. In that sense, the guideline for identifying good employees during the recruitment processes and the use of employee retention strategies are the key pillars of the project. It empowers the human resource department of the organization to identify the specific needs of employees at the workplace and in their personal lives. The project will be undertaken by a team of experienced professionals and consultants in the Human Resource field. The team members will assess the workplace environment, employees skills and capacity as well as methods of recruit among other things. They will then develop recruitment and other employee recognition models with the key objective of attracting and retain highly qualified employees.
Deliverables
The deliverables set a systematic framework for the completion of various activities throughout the lifetime of the project. The following table shows the list of key deliverables and the target dates during the execution of this project.
Table.2. The list of deliverables and their target dates.
Schedule
The table below shows the schedule for performing various tasks during the execution of the project.
Table. 3. A table showing the schedule of the project
References
Bradler, C. (2013). Employee recognition and performance: A field experiment. Munich, Germany: CESifo.
Lysova, I., Richardson, J., Khapova, N., & Jansen, G. (2015). Change-supportive employee behavior: A career identity explanation. Career Development International, 20(1), 38-62.
Swider, W., Zimmerman, D., & Barrick, R. (2015). Searching for the right fit: Development of applicant person-organization fit perceptions during the recruitment process. Journal of Applied Psychology, 100(3), 880-893.
Vos, D., Dewettinck, K., & Buyens, D. (2009). The professional career on the right track: A study on the interaction between career self-management and organizational career management in explaining employee outcomes. European Journal of Work and Organizational Psychology, 18(1), 55-80.
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