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1、BuildingoutEmployeeEngagement Washington DCJanuary17 2007 205 Copyright 2002TheGallupOrganization Princeton NJ Allrightsreserved Q12Revenue PureAttrition RevenueAttrition Why Whatareourclientssaying Theydonotknowus TheycomeinwithgreatideasbuttheygrowstaleafterafewyearsOurpeoplecandoitjustaswellasGal
2、lup Theyofferonlylocalsolutionsnotcentralsolutions Themasterlistprocessispainful timeconsumingandbringsuslittlevalue Reportingisoutdated Theyonlyaskthe12questions Theyareinflexible GrowingEEClients IndicesandadditionalitemsBarrierAnalysisCAPExitInterviewsICENewReportsWorkplaceAwards Indices Strength
3、sIndexInthelastthreemonths mysupervisorandIhavehadameaningfuldiscussionaboutmystrengthsMyorganizationiscommittedtobuildingthestrengthsofeachassociateEveryweek IsetgoalsandexpectationsbasedonmystrengthsIcannamethestrengthsoffivepeopleIworkwith Indices LeadershipIndexTheleadershipofmycompanyalwaystrea
4、tsmewithrespectTheleadershipofmycompanymakesmeenthusiasticaboutthefutureIamconfidentinmycompany sfinancialfuture Indices InnovationIndexMycurrentjobbringsoutmymostcreativeideasIfeedoffofthecreativityofmycolleaguesMycompanyencouragesnewideasthatdefyconventionalwisdomIhaveafriendatworkwhoIsharenewidea
5、swith EngagementDrivesInnovation 2 0 10 20 30 27 PercentStronglyAgreeingWithAllFourItems OfThoseThatAre NotEngaged Engaged CopyrightTheGallupOrganization Strengths Engagement MoreCreativity PercentStronglyAgreeingthatTheirJobBringsOutTheirMostCreativeIdeas TheCompanyIsStronglyCommittedtoBuildingtheS
6、trengthsofEachAssociate StronglyAgree StronglyAgreeAndEngaged CopyrightTheGallupOrganization Indices CustomerOrientationIndexAtwork Iknowwheretogowithanideatoimprovecustomerservice Atwork wegiveourcustomersnewideas Ihavegrowninmyabilitytoaffectourcustomers Atwork mycoworkersalwaysdowhatisrightforour
7、customers AdditionalItems OtherindicesbeingtestedChangeManagement SupervisorEffectiveness andInclusivenessOver800uniqueadditionalitemswithmorethan70categories Barrier AnalysisPhase Thebasicidea IdentifyallthethingsthatarepreventingincreasesinengagementthatarebeyondlocalcontrolDig dig anddigsomemoreu
8、ntiltherootcauseisclearlyknown aswellastheoriginalneedthatledtothebarrier andwhoisbenefitingSetuptheremovalphase Barrier AnalysisPhase Stageone BackgroundmaterialsdeepdiveLearnthelanguage andidentifyhypothesesforfollowupStagetwo BarrieridentificationIn depthinterviewsandfocusgroupsStartwithtopmanage
9、mentandgoallthewaydowntofrontlineAlsotalktosupportingdepartmentsStagethree PrioritizethebarriersondifficultyandimpactStagefour Recommendationsfornextsteps removal BarrierAnalysis Whyit simportant ItcanapplytoallclientsExistingaccounts reinvigorateareasthathave stalled deepentherelationship repositio
10、nGallupNewaccounts Positionusastrustedadvisorsfromthebeginning mapoutanintegratedstrategy clear roadblocks fromthePathItiseasytocommunicateItiseasytoscaleItleadstoincreasedengagementItleadstobetterbusinessoutcomesClientslikeit TheBenefitsofRemovingBarriers CaseStudies Manufacturing IncreaseinQ12four
11、timeslargerthanrestofcompanyinplantswithhistoricallylowengagementGovernment IncreaseinCEG customerengagement from worsttofirst RetailBanking Firstcallresolutionnearlydoubled 25 fewercallstoresolveproblemsTurnoverdroppedfrom62 to47 BarrierAnalysis IdentifyandPrioritizeBarriers RemoveBarriers Protectf
12、romFutureBarriers BarrierAnalysis ConsultingIntervention ManagementDevelopment TheRootCauses Virtuallyallbarriersarecausedby FEAR Fearsaboutmysituation orfearingwhatothersmaydoINFORMATIONFLOW GettingwhatIneed andbeingabletouseitALIGNMENT WorkingatcrosspurposesMONEY Pay bonus incentive budgetsSHORTTE
13、RMTHINKING attheexpenseoflongtermgain TheBenefitofOnlyFiveCauses Sincewewillfindproblemsduetooneormoreoftheserootcauses WebringavaluableperspectiveWebecomeuniqueBarrierremovalbecomescalable Barrier RemovalPhase NewscalableapproachesreadytogoforremovingbarriersEachistriggeredbywhatisfoundintheanalysi
14、sphaseSomearesupportedbyotherGalluptoolsTheexactapproachisdeterminedbytheexactbarriers buttherearesomerulesofthumbALLarebasedonpublishedresearchinbehavioraleconomics QuickOverviewofBarrierRemovalApproaches AccountabilityandEmpowermentAudit Whentouseit Fear money alignmentbarriersWhatitdoes Surveyofe
15、levenitems someQ12overlap Guidanceonneededchangestoperformancemgmt training communications etc OneononesessionswitheverymanagerExternalbenchmarkavailableFeb2007 Empowerment Quickfact over60 ofHQstaffinoneclientarenowforcedinto coldstorage PerformanceManagement Whentouseit Alignment money shorttermth
16、inkingbarriersWhatitis Completelyrestructuringperformancemanagementaroundclearoutcomes amixofshared localgoals andobjectivemetricsMayalsorequiretheneedforsomerestructuringororganizationaldesign TimeManagementandTaskTracing Whentouseit Informationflow alignmentandsometypesofshorttermthinkingbarriersWhatitis Firstdeterminehowmuchtimeneedstobespentoncriticaltasks andhowmuchiseatenupwithadministrativework byhavingmanagers stafffilloutdiaryALLadministrativetasksandreportsaretracedtodetermineactualnee
