Business Studies Paper on Employee Engagement at SCM Holdings


The practice of fostering a proper working environment for employees is imperative for driving their motivation, which results in maximal productivity (Yohn 2018). Successful modern organizations have a culture of catering for the welfare of employees, an important attribute in driving competitiveness. Some of the advantages of having a good work environment include increased capacity for employees to grow personally and professionally, augmented innovation, and the ability by employees to challenge convention and embrace change (Macey & Schneider 2008, p. 27; Albrech 2011). SCM Holding’s workplace culture demonstrates how personnel engagement contributes to improved productivity while driving competitiveness. Indeed, while factors such as the quality of leadership and organizational models play a role in determining the success of an enterprise, it is the contribution of workers that motivates organization growth.

System Capital Management (SCM Holdings) is a Ukrainian financial and industrial holding company. The corporation was founded in 2000 and has since grown to include over 100 businesses in various industries, notably mining, power generation, banking and insurance, telecommunications, and real estate (SCM 2011). Today, SMC has over 300,000 workers. In 2011, the organization was ranked as the most reputable employers in Ukraine (SCM 2011). The ranking was organized by the Reputation Capital in collaboration with HeadHunter. The grading system was based on a range of parameters, including employees’ emotional attitude; rewarding schemes, CSR, working conditions, and professional growth; and support behavior, assessed through the group’s willingness to support the company (SCM 2011). Being the most reputable employer enables the business to attract and retain skilled professionals, which has helped it to become one of the most renowned brands across the country.

SCM Holdings has demonstrated leadership in employee engagement by building on two key values; creativity and curiosity (SCM 2017; Robinson & Hayday 2004). By encouraging creativity, the company draws innovative ideas that go towards bettering the range of products and services that it offers. It is also through fostering creativity that the organization has successfully promoted a positive emotional attitude among employees, as they feel their input in its operations is appreciated (Albrecht 2012). The idea of using curiosity in improving employee engagement is not new. The Adidas Group, for instance, has demonstrated the concept. The corporation has ensured that its human resources are encouraged to envision ideas that are likely to entirely transform their experience and that of the entity (Robinson & Hayday 2004). The objective is to promote innovation, a strategy that has ensured that every individual from all levels of the organization is involved in the creative process (Robinson, Perryman, & Hayday 2004). By integrating creativity and curiosity, SCM Holdings motivates its employees to participate in the creative process, making the company a hub of innovation.

Another strategy that has helped the enterprise to promote employee engagement is utilizing a “bottom-up” rather than a “top-down” strategy (Byrne 2015). The management demonstrates awareness that the workforces are the bedrock of the business; thus their voice deserves to be heard. By having charismatic leaders who are capable of utilizing the transformative leadership approach, the company utilizes ideas that stem from all its levels. Rather than creating orders from the top and using them to influence the actions of employees, the firm utilizes surveys and questionnaires to gauge employees’ feelings and opinions. Staffs] members are also given the opportunity to comment on real issues that affect the organization, which is a good alternative to the common strategy whereby only board members and powerful stakeholders of an enterprise are permitted to provide input on how an entity should be steered (Macey et al. 2011). The strategy of SCM Holdings has made it possible for deserving individuals to be promoted to positions of leadership. As a result, a culture of democracy has been enforced. Moreover, employees feel empowered within the organization they work for.

Another aspect that has promoted employee engagement at SCM Holdings is the move to encourage managers to understand individual learning styles and preferences of employees. It entails understanding each employee’s character traits and how to like to work to perform their best (some prefer to work individually while others choose to brainstorm in groups) (Yohn 2018). Moreover, some individuals work better under pressure, while others prefer to have the liberty to follow their creative input to achieve goals (Byrne 2015). Understanding individual preferences pave the way for managers to promote diversity within the workplace.  The company seeks to promote the professional growth of personnel to promote professional growth for the wide range of individuals, by using a variety of group learning strategies. It has numerous options to facilitate this objective including on-the-job training; self-training, which is made possible by the availability of a corporate library as well as online and printed training resources, coaching, and professional training.


Although such factors as quality of leadership and organizational models play a role in determining the success of an organization, it is the contribution of employees that drive organization growth because people are the bedrock of every organization and without their input, organizations would barely achieve the goals they pursue. It is thus imperative that workers are given a voice in  a corporation and that they are engaged in critical decision-making initiatives. By upholding the value of workforces, SMC Holdings has benefited by becoming one of the most renowned brands in Ukraine as well as being recognized as the most reputable employer.


Reference List

Albrech, S.L., 2011. Handbook of employee engagement: Perspectives, Issues, Research, and       Practice. Human Resource Management International Digest19(7).

Albrecht, S. L. 2012. Handbook of Employee Engagement: Perspectives, Issues, Research, and Practice. Cheltenham, Edward Elgar.

Byrne, Z. S. 2015. Understanding Employee Engagement: Theory, Research, and Practice.           New York, Routledge.

Macey, W. H., Schneider, B., Barbera, K. M., & Young, S. A. 2011. Employee      Engagement: Tools for Analysis, Practice, and Competitive Advantage. Hoboken,       John Wiley & Sons.

Macey, W.H., and Schneider, B., 2008. The meaning of employee engagement. Industrial and      Organizational Psychology1(1), pp.3-30.

Robinson, D., Perryman, S. and Hayday, S., 2004. The drivers of employee            engagement. Report-Institute for Employment Studies.

SCM., 2011. Global reputation pulse recognizes SCM as Ukraine’s best employer.                         Available at: < >.

System Capital Management – SCM., 2017. Careers. Available at:             <>.

Yohn, D. L., 2018. Engaging Employees Starts with Remembering What Your Company Stands For. Harvard Business Review. Available at: <   employees-starts-with-remembering-what-your-company-stands-for >.