Research On Employee Engagement And Promotion Strategy Of C Outsourcing Company

The strong link between employee engagement and company performance is a consensus in the field of human resource management in modern business.In the post-epidemic era,the passion,dedication and willingness to contribute of dedicated employees is a powerful tool to help companies survive the economic recession.As the workplace workforce evolves into a new generation of knowledge-based young people,how to drive their dedication and make a virtuous cycle of dedication and corporate performance is an important issue for every company,and it is an urgent challenge for software outsourcing companies with human resources as their core competency.In this study,literature search,questionnaire survey and interview are mainly used.Secondly,we adopt Hewitt’s engagement scale,conduct questionnaire survey,and use SPSS analysis and correlation analysis tools to understand the state of team engagement and key influencing factors;secondly,we combine observation and interview to further understand the specific problems of engagement influencing factors;finally,we analyze and diagnose the problems and develop improvement strategies.Finally,we analyze and diagnose the problems and develop improvement strategies.The target of this study is the intelligent driving software R&D project team of Huawei business group of C software outsourcing company,and the team is mainly post-90 s R&D personnel.The main problems of the team are low customer satisfaction,high turnover rate of employees,especially the backbone,and low emotional commitment of employees to the organization.Analysis of the questionnaire data shows that the 3S model of Hewitt is weak in two dimensions of engagement: advocacy and effort.Through correlation analysis,the main factors affecting engagement include compensation and benefits,career development and learning training,performance evaluation,management communication,and the influence of company brand culture.For these five categories of factors,an interview outline was designed and open-ended interviews with customers and employees were used to explore the specific problems of the influencing factors.In response to the problems presented by the existing data,a diagnostic analysis was done,and an improvement solution structure was designed based on the objective reality of the company.Objective factual factors like low overall level of compensation package and insufficient reputation of the company’s brand culture cannot be changed in the short term,but can be indirectly adjusted through the improvement of other factors,forming a kind of bridge type engagement improvement model,with compensation and benefits as the basic guarantee,then career development and education and training,performance management and management team as associated elements,and the construction of brand culture as a long and slow process,as an enhancing element,allowing all influencing factors to form a hierarchical solution.Finally,the improvement suggestions are as follows: develop two development channels for professional skills and job levels,provide vertical and horizontal training resources,and help employees perceive and manage their career plans;try to make the salary structure transparent and enrich benefits;strengthen performance management so that performance can really play a role in pulling employees;communicate frankly between the management team and employees;practice the company’s value culture at work and devote to improving customer satisfaction.Only employees with high dedication will work together with the organization to create a high-performing enterprise.