Engagement Strategy Practice Case | Case Studies - Interview Preparation PDF Download

Business Situation

Agency V is currently recovering from a front-page scandal that sparked several investigations, multiple Inspector General reports with negative findings, and numerous congressional hearings. The scandals have resulted in constant negative media attention and increased congressional scrutiny, which has been damaging employee morale. Following the previous Secretary’s resignation, a new Secretary has been appointed. She is eager to transform Agency V into a customer-focused organization and sees the connection between employee satisfaction and positive customer outcomes.

Problem Statement

Deloitte, who has been supporting Agency V for the past several years and has expanded its reach to all service areas of the organization, has been brought on board to address the Agency’s employee engagement issues as the organization shifts to a customer service model and undergoes restructuring and culture change. Research indicates there is a strong correlation between employee satisfaction and customer satisfaction. As Agency V stands up a new customer service model, they desire a strategy to establish a culture of employee engagement that will drive strong customer service. Previous focus groups indicate that redistricting and reorganization of the Agency’s regions may be necessary.

Agency V is eager to learn more about Deloitte’s approach for an engagement strategy and implementation plan. As the organization undergoes restructuring and a culture change during a volatile time, engagement tools and resources will be needed to equip leaders and supervisors with the skills needed to retain and attract the best talent. 

Considerations

• The majority of the workforce is unionized, actively taking part in five national unions.
• Agency V is under heavy Congressional scrutiny; Congress is demanding immediate action and seeks to see vast improvement to customer service within an aggressive two-year timeframe.
• A large population of the workforce is eligible to retire and most senior leaders have a military background.
• All workforce from senior leaders to frontline employees, from medical personnel to benefits officers, will be impacted. 

Q.1. To begin an engagement strategy, how might you establish a baseline to measure employee engagement against?
A: Determine elements of employee engagement to take into account
B: Decide how information on employee engagement might be gathered and quantified
C: Benchmark similar external organizations

The options mentioned above are steps towards establishing a baseline for employee engagement. To provide a good answer, one should list the elements that should be considered for employee engagement and suggest ways to gather or measure that information.

A great answer would not only list the elements of engagement but also consider the desired outcomes for benchmarking and possibly tie in benchmarking for customer engagement.

Q.2. What characteristics would you look for in external organizations to use as potential benchmarks?

As an interview candidate, here is my detailed and structured response to the question about the characteristics to look for in external organizations to use as potential benchmarks for Agency V:

1. Similar mission and goals: It is essential to identify external organizations with a similar mission and goals as Agency V, as this will help us better understand their methods and strategies in achieving a customer-focused approach and employee engagement. Such organizations could include other federal agencies or large private sector organizations with a strong focus on customer service.

2. Comparable size and structure: Since Agency V is a large federal agency with over 300,000 employees, we should look for organizations with a similar workforce size and structure. This will help us better understand how they manage and engage such a large and diverse workforce, which may include strategies around communication, training, and performance management.

3. Unionized workforce: As the majority of Agency V's workforce is unionized, it is essential to look for organizations with a similar situation. This can help us better understand the challenges and opportunities associated with managing a unionized workforce and how they have successfully navigated union relations to achieve their goals.

4. Organizations undergoing or having undergone a transformation: To better understand the process of shifting towards a customer service model and implementing a culture change, we should look for organizations that have successfully undergone a similar transformation. This will provide valuable insights into the challenges faced during the transition, as well as the strategies and tools used to drive employee engagement and achieve positive customer outcomes.

5. High-performing organizations with a strong focus on customer service: While it is important to look for organizations with similar characteristics as Agency V, it is also essential to identify high-performing organizations known for their excellent customer service. These organizations can serve as aspirational benchmarks, providing inspiration and best practices that can be adapted and applied to Agency V's specific context.

6. Organizations facing similar challenges: In addition to considering organizations with similar missions and structures, it is crucial to identify organizations that have faced or are facing similar challenges as Agency V. These may include organizations that have dealt with public scandals, increased scrutiny, or a significant portion of their workforce eligible for retirement. By examining how these organizations have addressed these challenges, we can gain valuable insights into potential strategies and approaches for Agency V.

In summary, a comprehensive benchmarking exercise for Agency V should include organizations with similar missions, structures, workforce composition, and challenges. Additionally, we should consider high-performing organizations with a strong focus on customer service to serve as aspirational benchmarks. This approach will provide a well-rounded understanding of best practices and strategies that can be adapted to Agency V's specific context and help drive employee engagement and customer satisfaction.

Q.3. What are the various populations of the workforce and how would you engage them?

There are various populations within the workforce at Agency V, and it is crucial to engage them differently to drive strong customer service. The workforce includes senior leaders, frontline employees, medical personnel, benefits officers, unionized employees, and employees who are eligible for retirement. These employees work in diverse roles ranging from highly specialized and technical to administrative and housekeeping.

To engage these populations, we can follow a multi-pronged approach:

1. Senior leaders: As most senior leaders have a military background, they are likely to appreciate a structured and disciplined approach. Regular engagement with them through town halls, leadership workshops, and strategy sessions will help align them with the new customer service model. We can also measure Agency V's performance against other organizations with a similar military background or hierarchical structure.

2. Frontline employees: These employees are the face of the organization and interact with customers daily. To engage them, we can provide regular training on customer service, offer rewards and recognition for excellent performances, and create opportunities for career growth. We can benchmark their performance against other organizations that have successfully implemented customer service models, such as the private sector.

3. Medical personnel and benefits officers: These employees provide specialized services and have a direct impact on customer satisfaction. We can engage them by offering continuous professional development opportunities, facilitating cross-functional collaboration, and providing access to the latest tools and technologies. Comparing their performance against other healthcare and benefits providers can provide valuable insights and best practices.

4. Unionized employees: Engaging with the unions is crucial for smooth organizational change. We can involve union representatives in the decision-making process, establish open communication channels, and address their concerns proactively. Comparing Agency V with other heavily unionized organizations can reveal effective strategies to navigate this challenge.

5. Employees eligible for retirement: To retain experienced employees, we can implement flexible work arrangements, mentorship programs, and phased retirement plans. We can learn from other organizations that have managed to retain their senior workforce effectively.

In addition to the above, we should consider other organizations that may be facing similar challenges, regardless of their mission or employee count. For example, large private sector organizations that have undergone organizational restructuring, culture change, or faced public scrutiny can provide valuable insights into employee engagement strategies. By analyzing their experiences and best practices, we can develop a more robust and comprehensive engagement strategy for Agency V.

Q.4. How will you use Deloitte’s relationship with, and institutional knowledge, of Agency V to develop your deliverables?

As an interview candidate, I would start by acknowledging the long-standing relationship and deep understanding Deloitte has with Agency V, which would serve as an essential foundation for developing our deliverables. Given the complex challenges Agency V is facing, it is crucial to leverage this institutional knowledge to design a customized engagement strategy and implementation plan that addresses the organization's unique needs.

Firstly, I would use Deloitte's insights into the agency's operations, culture, and workforce dynamics to identify the root causes of low employee engagement, morale, and customer satisfaction. We can then tailor our solutions to address these specific issues, ensuring that we make a tangible impact on the organization's performance.

In addition to leveraging our knowledge of Agency V, it is also essential to look for best practices and benchmark our approach against other external organizations that have faced similar challenges. To identify these organizations, I would consider factors beyond the obvious choices, such as similar mission or number of employees. Instead, I would look for organizations that have undergone significant restructuring, culture change, or customer service transformations, regardless of their mission or size.

Furthermore, I would explore organizations with a high proportion of unionized employees or those that have managed successful employee engagement initiatives in unionized environments. This would provide valuable insights into navigating the challenges of working with multiple unions and ensuring that our approach is sensitive to the concerns and needs of unionized employees.

Another aspect to consider is organizations with a large percentage of employees nearing retirement or those that have dealt with leadership transitions. Given that many of Agency V's senior leaders have a military background, we could also look into organizations with similar leadership profiles to understand potential challenges and best practices for fostering employee engagement in such contexts.

By identifying and analyzing these external organizations, we can draw upon their experiences, tactics, and lessons learned to develop a well-rounded and comprehensive approach for Agency V. This would enable us to create an engagement strategy and implementation plan that not only addresses the agency's specific needs but also incorporates best practices from other organizations that have successfully navigated similar challenges.

In conclusion, leveraging Deloitte's relationship with and institutional knowledge of Agency V, along with insights from other external organizations, will enable us to develop a highly effective and customized deliverable. This approach will equip Agency V's leaders and supervisors with the tools and resources needed to drive employee engagement, ultimately leading to improved customer service and overall organizational performance.