The redesign of the present framework for meeting employees’ needs and elevating their engagement levels should start with the assessment of the situation. Consequently, the application of a diagnostic tool that will determine issues in the organisational behaviours of employees and the workplace environment, in general, will be needed. As an HR manager, one may deploy surveys and questionnaires as the method of gauging the levels of engagement and enthusiasm among staff members. The proposed strategy will also help to shed light on some of the problems in the promotion of further development of engagement and compliance with new guidelines to be incorporated into the organisational context driven by the idea of innovative management. Using surveys and questionnaires, one can obtain not only quantitative but also qualitative data, which will inform the selection of further approaches toward sustaining employee engagement levels.
Both surveys and questionnaires have their natural limitations, which have to be made aware of for an HR manager to infer correct conclusions and structure the relationships within a team adequately. Since the adoption of questionnaires typically suggests utilising open-ended questions in the responses, the presence of subjective data in the obtained information will be inevitable. Thus, the results of the survey analysis will be limited by the extent of honesty with which staff members respond to the proposed questions. A survey, in turn, will provide the foil for statistical analysis, yet the imperfections in the acquisition of numerical data may hamper the analysis. For instance, using a Likert scale to invite staff members to share their impressions about a particular issue will imply a significant dose of approximation. Therefore, the application of surveys and questionnaires as the key measurement tools will require dealing with a range of limitations. Finally, even with tests being implemented fully anonymously, employees are likely to be quite discrete in their responses, especially when asked to provide feedback about the quality of communication, benefits, and services offered to them by the company. Granted that Etisalat has been known as the leading organisation in its domain and has been deploying innovative tools for managing the needs of its staff members, discontent is a possibility, and the sources thereof have to be understood properly in order to continue encouraging employee engagement. However, the described decisions for the assessment of staff’s engagement rates are also characterised by a range of benefits. For example, the use of questionnaires with open-ended questions will give a plethora of information about the attitudes toward change and the idea of engagement and loyalty in the Etisalat context.