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The leadership team at CapraTek has agreed that a “pulse” survey would provide much needed information about the specific feelings and concerns from this organization. Ultimately

Prepare 10-12 slides and slide notes that could be presented to the leadership team to explain the goals for an engagement study at CapraTek, the implementation details, and proposed plan to roll it out for all the generations in the workplace. Be sure to read the background for the CapraTek scenario in the interactive learning module for this assessment.


Today’s workplaces include employees from four different generations, and each generation has a different set of expectations of how they want to grow, work, and advance in the organization. While many aspects of individual personality have some impact on this, the bigger impacts tend to come from generational variations.

Millennials and generation Z have different expectations of how the organization and their leaders should engage and support them. The old adage of “It’s your career and you have to run it” is both dated and inaccurate in the modern age. Most of today’s organizations are led by a majority of generation X’ers with some boomers in the leadership or senior roles. In this assessment you are asked to prepare a presentation that looks at employee engagement issues from a generational perspective and what the related resource expenditures would be.


The leadership team at CapraTek has agreed that a “pulse” survey would provide much needed information about the specific feelings and concerns from this organization. Ultimately, they will use your presentation of the plan outline to help them decide how to spend the money, time, and resources to conduct an engagement study. CapraTek is an organization that has 360 employees in three research and development divisions across two locations.

CapraTek has had some difficulty in retaining millennial employees at entry and mid-levels in all fields across the organization. The level of satisfaction of the overall boomer workforce is also not as positive as it could be. The HR team has observed that they are not applying for advancement opportunities. This is an area of concern. The HR team doesn’t have any specific data on generation X employees. No survey has been done. They are just starting to think about generation Z employees, as the youngest group is just graduating from college. There also seems to be issues with how work areas in the company’s spaces are organized, which may have some connection to generational preferences. There is a great deal more unknown information than known information because the company does not have an active survey program.

The current perspective among the executive leadership of the organization is that there are no employee engagement issues or concerns. There have been some comments that HR is not sourcing the best possible candidates for hiring and that is having an impact on retention rates.

Your Challenge

As an HR professional at CapraTek, you have been tasked with preparing 10–12 slides that could be presented to the leadership team about employee engagement issues, the goals for the engagement study, and the likely budget and timeframe, as well as how you will select the best strategy to conduct the engagement study for the different generations in your workplace.


Create an effective 10–12 slide presentation deck with detailed presentation notes elaborating on each bullet point that could be presented to a leadership meeting. Your presentation should describe the engagement issues to address at CapraTek, how the engagement research tool will be selected, and the time/budget/plan to implement the engagement research strategy. Include the following in your slide presentation and presentation notes:

Analyze the current employee engagement situation at CapraTek from observations of the different generations.Re-read the previous related material in the course to make observations of the different generations at CapraTek.What issues do you see from the employees’ perspective?What issues do you see from the managers’ perspective?Define the goals and the purpose of collecting engagement data from employees.What is the purpose of collecting engagement data from employees?How will the data collected be used to address the engagement issues identified above?Analyze the common process in the field for selecting appropriate engagement survey questions and/or selecting the right survey tool.Estimate the approximate budget, time, and resources needed to implement an engagement research strategy for CapraTek.360 employees at CapraTek, three divisions, two work sites.Describe the overview of the implementation plan for engagement research at CapraTek.An effective PowerPoint presentation for this purpose typically includes:One title slide, APA formatted.1–2 introduction slides explaining the employee engagement context at CapraTek, taken from the scenario above and the preceding course material.1–2 slides identifying the main engagement issues for the different generations.1–2 slides defining the goals for the engagement study and how the data will be used to address the issues.1–2 slides analyzing the common process for creating or selecting an engagement research tool.1–2 slides with approximate budget, time, and resources needed to implement an engagement research strategy.One conclusion slide with an overview of the implementation plan for the engagement research at CapraTek.One slide with APA-formatted references.Presentation notes under each slide to describe the main points of emphasis.

Submission Requirements

Scoring Guide Criteria

Competency 1: Apply models of employee motivation, growth, and engagement in the workplace to create the employee experience.Analyze the current employee engagement situation at CapraTek for the different generations.Competency 2: Analyze the ways in which culture, employee, and leader behavior impact strategic retention.Define the goals and the purpose of collecting engagement data from employees and managers.Competency 3: Assess the influence of technology on engagement and retention outcomes.Analyze the common process in the field for creating appropriate engagement survey questions and selecting the right survey tool.Competency 4: Design practices that impact the employee life cycle and generate positive employee and organizational outcomes.Estimate the needed budget, time, and resources to implement an engagement research strategy for CapraTek including an overview of the implementation plan.Competency 5: Communicate clearly, accurately, and professionally in the Human Resource Management field.Convey purpose, in an appropriate tone and style, incorporating supporting evidence and adhering to organizational, professional, and scholarly writing standards.


Use the resources linked below to help complete this assessment.


Click Assessment 2 Scenario to view the interactive media scenario that corresponds with the assessment.

Engagement Leads to Performance

Anitha, J. (2014). Determinants of employee engagement and their impact on employee performanceInternational Journal of Productivity and Performance Management, 63(3), 308–323.This is an essential study to confirm the connection between employee engagement and positive employee performance. It gives the background about organizational characteristics that need to be in place for engagement to lead to improved performance. This resource supports the need for engagement research in the workplace and could help you determine the goals for CapraTek in your assessment.Ghuman, K. (2016). A prognostic examination of functional and emotional employee engagement drivers and their impact on employee performanceFIIB Business Review5(2), 78–87.This is a study that shows the impact of organizational leadership on employee engagement and performance. It is recommended that you read the introduction, skim the review of literature and methodology, and read the findings and recommendations sections of the study. This resource can also help you determine goals for CapraTek.Hinely, J. (2015). Learner experience affects employee performanceTraining (New York, N.Y.), 52(6), 59–59, 61.This article gives a short retail case study to show how sales data could be linked to employee training engagement and performance. This resource gives the “why” for collecting employee data.Story, A. (2019, July). Introducing 1:1s and a new performance experience to drive employee engagementTalent Management Excellence Essentials.This is an article about a specific HR tool that can be used to address one of the main drivers of employee engagement, the performance review conversations between employees and managers. This resource shows an example of how an HR tool can be utilized to address one of the goals for the HR team and the organization.

Managers Lead Engagement

Cohen, J. A. (2015). Hidden in practice: The management activities that foster employee learningDevelopment and Learning in Organizations29(3), 7–10.This article supports the idea that the manager plays a very important role in the development of an employee, especially when providing learning opportunities at work.Crowell, B., & Kaye, B. (2016, January). The leader’s role in talent development?: Conversations to engage, develop and retainTalent Management Excellence Essentials.The most important thing that employees want from their manager is to talk, but it seems that managers are not providing enough of that activity.

Engagement as an Organizational Goal

Grab, W. (1996). Succession planning–how to perpetuate your leadershipHospital Material Management Quarterly18(1), 61.This article is an explanation of “orchestra style leadership,” where corporations create a culture that encourages associates to seek their own career directions while simultaneously advancing the mission and vision of the corporation.Kroth, M., & Christensen, M. (2009). Chapter 1: Career development: Whose responsibility is it? In Career Development Basics (pp. 1–14). Alexandria: Association for Talent Development.This chapter breaks down the reasons why organizations should take responsibility for career development and how a career development culture can increase the organization’s results.Sohn, D. (2017, April). Social collaboration sparks employee development: Empower your workforce to excel and thriveHR Strategy and Planning Excellence Essentials.This article outlines the ways that social collaboration tools can provide a platform to foster employee development.

Generations in the Workplace

(2019, September 21). DataPath, Inc.: Benefits strategies for baby boomers in the workplaceNews Bites – Private Companies.This is an article from the HR industry that describes benefits strategies for Baby Boomers, including benefit preferences and engagement styles. This resource will help you learn about this generation and engagement strategies for them.(2019, December 10). Survey: When it comes to recruiting Gen Z, meet them on their termsBusiness Wire.This is a very short article that outlines some of the characteristics of Gen Z. This resource will help you learn about this generation and engagement strategies for them.Jones, V. R. (2018). Changing of the guard: Influence on organizational culture of millennials surpassing baby boomers as the largest generational cohort: A systematic review of the evidenceProQuest Dissertations & Theses Global.Despite the fact that this is a dissertation, this final chapter is very readable and it outlines some of the intrinsic and extrinsic motivators for the different generations that are currently in the workplace. It is important to learn about these motivations because the “work environment may encounter productivity challenges if changes are not made to accommodate employees with very different attitudes and expectations” (1).Mitchell, K., (2016). We are all gen Z-and Y and XHRMagazine, 61(10), 18–19.This article answers the question “Is an employee’s age a reliable factor in determining the most effective HR or management strategies?” and it may contrast with some of the other articles you are most likely reading at present.


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