Utiliscan: Case Analysis
Sharron Matkins
Webster University

Abstract
The case analysis of Utiliscan indicates that Paul, former HR Director has to make changes to processes observed via an employee survey within the organization. Although this survey was completed prior to him leaving the organization, it is important to take note of the changes that may be hindering the organization from operating to its full capacity. Changes that will be addressed include benefits, job duties, performance/pay structure, and safety issues. When making changes to the processes, policies, and activities it is important to take into consideration the cost associated with the changes that could potentially further affect the bottom line of the organization. Research conducted via employee surveys and cost implications will provide an outcome that is sufficient to elevating employee satisfaction and provide higher survey outcomes for the organization. Lastly, supplementary surveys will need to be conducted to measure outcomes from changes that have been implemented and additional alterations may further have to be taken into consideration to warrant the survey outcomes the organization is seeking.

Utiliscan: Case Analysis According to Forbes.com, Allan Hall, indicates that 2 million American’s quit their jobs every month, siting unsatisfactory work conditions (2013). Employee surveys are used as a means of measuring not only job satisfaction via their employees, but also can be an indication of improvements that needs to be made to prevent rapid and consistent turnover, maintain an industrious and operative labor force, develop employees into leaders and managers, provide employee engagement and their influences, and increase the bottom line for the organization with loyalty via customer satisfaction. The overall financial health of the organization should be considered and the results should affect such when changes are being implemented. Results from the survey suggest that areas of improvement that Utiliscan needs to focus on include overall job duties, safety plans, employee development, performance/pay structure, and benefits. Once adjustments are made in the areas indicated above, the outcome will reflect an increase in overall job satisfaction by employees, increased customer loyalty and organizational brand; while decreasing organizational cost.
First, implementing changes that will provide the above results indicated equates to starting with the least expensive of issues. While the survey discloses that 78% of the employees were/are satisfied with their working conditions, flexibility of supervision, and workload, the overall target goals should always be 100% satisfaction and nothing ranking below 90%. To improve the work conditions and workload, the organization should readjust their job description and duties that is posted. Realigning job duties explains how an employee is relevant to the organization via the job description being the link between the employee and the organizations goals and objectives. Realignment of job duties and description would further create challenge for employees, provides a sense a purpose, and provides a more balanced lifestyle. The realignment of job duties/description should be completed via completing a job analysis of every position within the organization, non-exempt and exempt. Lastly, and perhaps the biggest improvement that job realignment can create is suggestions for areas of training and be used as a tool for further compensation and performance appraisals.
Secondly, once new job description/duties have been identified performance reviews can begin to take place. The survey results discovered that 74% indicated that not only had performance reviews not been completed, but also they felt that there was not an adequate link between their job performance and the pay they receive. Performance reviews are an intricate part of an organizations strategic business goals and the link to day to day activities. This serves as communication between human resources, managers, and employees as a means of documenting an individual’s performance as well as supports their compensation advancement or lack thereof. Performance reviews are considered to be a performance management tool, not a resourceful scare tactic. There are benefits that each person in the equation receives as a result of performance reviews being completed. Employees have an improved self-assessment and an implication of a direct career path, managers have a consistent and efficient means of measuring job performance as well as can hold employees accountable for work produced, and the organization is provided with decrease retention and increased productivity. Implementing a new performance review process will be ongoing, designed in a manner that engages employees and management; this includes the review to be completed after new hire probationary period of 90 days-180 days (non-exempt 90 days and 180 for exempt employees), on an annual basis (non-exempt and exempt), and an annual raise for both exempt and non-exempt employees. The performance review will address areas of concern, areas where the employee thrives, provide data and accurate documentation, and have an indicated action plan and follow-through.
When the performance review process is used as an accurate tool, favoritism and arbitrary treatment should dissipate, moreover, the review processes can be used a resource for career development. The survey revealed that 89% felt there were few opportunities to improve their skills, with 87% indicating little promotional opportunities. Employee and career development allows current employees to use their transferrable skills and knowledge in other capacities within the organization while gaining additional skills. The outcome of employee development impacts the organizations performance while motivating and creating loyalty with their employees. The employee can promote an environment of career growth and development via cross training, job shadowing, mentoring programs, offering tuition reimbursement, webinars, workshops, online trainings, and organizational memberships. The most beneficial and would produce more growth opportunity for an employee is cross training and job shadowing, not only does this allow employees to gain additional skills but also assist in developing a more cohesive and organized team, while employing a backup in the event of an absence. Job shadowing and cross-training can be completed peer to peer and feedback is provided on the process to management.
Next, the employee survey displayed lack of safety. Only 55% of the employee felt safe while at work. This should be a red flag for Utiliscan, employers have the duty of making sure that employees are safe in every area while on their property, lack to provide such leaves the organization liable to lawsuits. Safety is a condition in which the physical well-being of people of people is protected (Mathis & Jackson, 2014). Utiliscan needs to review their processes that are in place for safety and revamp the current safety procedures while changing the current design of the facility that promotes safety. The design of the facility should be consistent throughout the organization and every facility should mimic the same design. The organization needs to identify via inspections of the areas that are deemed as a physically unsafe and make updates immediately so that OSHA (Occupational Safety and Health Act) regulations are not violated. Safety inspections should be consistent and ongoing, while the safety manual should be updated once a year, the manual should be given to employees, and posted throughout the facility. Additionally, the organization should have training on slips and falls and wearing adequate safety gear, and proper safety procedures to follow while working, employees should sign this indicating that they are aware of safety procedures and will act in accordance.
Lastly, and the most costly of all the changes that needs to be addressed is employee benefits. The employee survey specified that 56% of the employees felt that their benefits were poor and below average. The rising cost of healthcare affects every organization and industry; however, there are pro’s to offering a great benefit package, such as allowing the organization to attract and retain the best talent, the organization gains tax advantages, and offers the ability of group purchasing power. The employer can offer cost-cutting options to their employees as a means of providing better benefits to them; this consists of offering a HSA (healthcare savings account), offering wellness programs, and keeping employees healthy via on-site immunizations and disease management. The organization should hold health care screenings throughout the year which would offer flu shots, cancer screenings, smoking cessations sessions, and around a clock nursing phone lines (Rath, 2014).
There are many adjustments that Utiliscan can make that would not only benefit the organization and be cost effective, but also attract new talent and reduce turn-over of existing talent. The employee survey exposed discontent by employees and areas of employee dissatisfaction. When employees are dissatisfied, work performance suffers as well as customer satisfaction decreases. Preparing an adequate job description and linking performance to pay via a job analysis and performance reviews will boost employee satisfaction with their position and assist in understanding how a position is relevant to the organizational overall goals and objectives. Additionally, organizing an employee development program that consists of job shadowing and cross-training, prepares employees for management opportunities, while building a cohesive team. Also, it is the organizations responsibility and duty to employees that they are safe and free from harm and danger while on company property, the organization should review current safety produces and update safety manuals to comply with OSHA standards. In conclusion, as organizations benefits increase, cost-cutting options should be employed as a means of providing better coverage which allows Utiliscan to maintain top talent.

References:
Hall, Alan (2013). 'I'm Outta Here!' Why 2 Million Americans Quit Every Month (And 5 Steps to Turn the Epidemic Around). Forbes.com. Retrieved on July 21, 2014 from http://www.forbes.com/sites/alanhall/2013/03/11/im-outta-here-why-2-million- americans-quit-every-month-and-5-steps-to-turn-the-epidemic-around/
Mathis, R.L., Jackson, J.H. and (2014). Human Resources Management, 14th Ed. Cengage Publishing.
Rath, Tiara (2014). 5 Ways to Reduce Small Business Health insurance Cost. About.com.
Retrieved on July 21, 2014 from http://sbinformation.about.com/od/benefits/a/healthinsurance.htm