Article: LOROL HRD: How to maintain high engagement levels

i) Maintaining high levels of engagement

One of the strategies LOROL has employed to maintain high levels of employee engagement involves improving frontline communication through simple and high-tech tools. Employees are scattered across numerous locations, so LOROL understands that engagement must be “real for the frontline.” The company addresses this by using marker boards in stations as a simple but effective method to keep employees informed of operation updates (Jacobs, 2015). Moreover, the frontline staff of LOROL have introduced a mobile app where they can have real time updates on online issues. This app helps increase the transparency and connectivity between those who may not have regular access to office computers. In addition, Poole, the HR director, hopes to expand the functionality of the app to add HR information so that each employee has access to key resources.

The second strategy involves making HR more visible and accessible across the business. HR at LOROL is not limited to its administrative role but also involves engaging with employees at all levels to help them perform. All members of the HR team, including the people responsible for administrating and processing payroll must visit frontline staff once a month (Jacobs, 2015). This initiative builds relationships, creates trust and allows HR to stay informed on the workplace concerns. Additionally, LOROL also organises companywide events in which HR teams demonstrates their roles beyond payroll and disciplinary issues. HR can also use these events to communicate available opportunities like learning and development (L&D) programs. HR works closely with union representatives to promote L&D initiatives, to support employees in their growth and development.

The last approach is direct employee participation in engagement activities. LOROL actively seeks ideas from employees on how to increase engagement, giving employees a chance to help shape the culture at the workplace. For example, employees proposed smaller events where senior managers and frontline staff interact more frequently to build stronger relationships. LOROL also added a competition based around company values, challenging teams to create videos and pictures showcasing the ways that they embody organisational principles (Jacobs, 2015). This initiative not only supports company values but also engages employees in a creative and interactive way. Additionally, the company has a strong recognition scheme which includes the ‘Shining Stars’ awards, featuring ‘Unsung Hero’ category which recognises employees who exceed the set targets for their roles.

ii) Benefits to Staff Engagement

LOROL’s employee engagement strategies are producing positive results, with employees feeling strongly connected, more motivated, and more appreciated. The frontline communication is emphasised, ensuring that staff are kept informed and connected, despite working across multiple sites. LOROL uses marker boards and app to improve workplace efficiency, reducing uncertainty through better communication and timely updates to employees (Jacobs, 2015). Informed employees feel more engaged and in line with the organisation’s objectives, hence increasing production.

HR has gained more visibility that aids to bridge the gap between employees and the management. HR professionals regularly visit staff and make sure that they hear and resolve staff concerns, which in turn reinforces a culture of openness and trust. When HR is seen as a supportive function and not a disciplinary authority, employees are more likely to be engaged (Jacobs, 2015). Furthermore, company-wide events foster a sense of community that is utilised by HR to showcase career development opportunities and resources beneficial to employees’ career growth.

Additionally, LOROL’s employee-driven engagement

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