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1、BuildingoutEmployeeEngagementWashington,DCJanuary17,2007205Copyright 2002 The Gallup Organization, Princeton, NJ. All rights reserved.Q12RevenuePureAttritionRevenueAttritionWhy?Whatareourclientssaying?Theydonotknowus.TheycomeinwithgreatideasbuttheygrowstaleafterafewyearsOurpeoplecandoitjustaswellasG
2、allup.Theyofferonlylocalsolutionsnotcentralsolutions.Themasterlistprocessispainful,timeconsumingandbringsuslittlevalue.Reportingisoutdated.Theyonlyaskthe12questions.TheyareinflexibleGrowingEEClientsIndicesandadditionalitemsBarrierAnalysisCAPExitInterviewsICENewReportsWorkplaceAwardsIndicesStrengths
3、IndexInthelastthreemonths,mysupervisorandIhavehadameaningfuldiscussionaboutmystrengthsMyorganizationiscommittedtobuildingthestrengthsofeachassociateEveryweek,IsetgoalsandexpectationsbasedonmystrengthsIcannamethestrengthsoffivepeopleIworkwithIndicesLeadership IndexTheleadershipofmycompanyalwaystreats
4、mewithrespectTheleadershipofmycompanymakesmeenthusiasticaboutthefutureIamconfidentinmycompanysfinancialfutureIndicesInnovation IndexMycurrentjobbringsoutmymostcreativeideasIfeedoffofthecreativityofmycolleaguesMycompanyencouragesnewideasthatdefyconventionalwisdomIhaveafriendatworkwhoIsharenewideaswit
5、hEngagementDrivesInnovation2%0%10%20%30%27%Percent Strongly Agreeing With All Four ItemsOf Those That AreNot EngagedEngagedCopyrightTheGallupOrganizationStrengths+Engagement=MoreCreativity20%30%40%50%60%70%54%66%Percent Strongly Agreeing that Their Job Brings Out Their Most Creative IdeasThe Company
6、 Is Strongly Committed to Building the Strengths of Each AssociateStrongly AgreeStrongly AgreeAnd EngagedCopyrightTheGallupOrganizationIndicesCustomer Orientation IndexAtwork,Iknowwheretogowithanideatoimprovecustomerservice.Atwork,wegiveourcustomersnewideas.Ihavegrowninmyabilitytoaffectourcustomers.
7、Atwork,mycoworkersalwaysdowhatisrightforourcustomers.AdditionalItemsOtherindicesbeingtestedChangeManagement,SupervisorEffectiveness,andInclusivenessOver800uniqueadditionalitemswithmorethan70categoriesBarrier:AnalysisPhase:The basic ideaIdentifyallthethingsthatarepreventingincreasesinengagementthatar
8、ebeyondlocalcontrolDig,dig,anddigsomemoreuntiltherootcauseisclearlyknown,as well as the original need that led to the barrier, and who is benefitingSetuptheremovalphaseBarrier:AnalysisPhaseStageone:BackgroundmaterialsdeepdiveLearnthelanguage,andidentifyhypothesesforfollowupStagetwo:Barrieridentifica
9、tionIn-depthinterviewsandfocusgroupsStartwithtopmanagementandgoallthewaydowntofrontlineAlsotalktosupportingdepartmentsStagethree:PrioritizethebarriersondifficultyandimpactStagefour:Recommendationsfornextsteps(removal)BarrierAnalysis-WhyitsimportantItcanapplytoallclientsExistingaccounts:reinvigoratea
10、reasthathave“stalled”,deepentherelationship,repositionGallupNewaccounts:Positionusastrustedadvisorsfromthebeginning,mapoutanintegratedstrategy,clear“roadblocks”fromthePathItiseasytocommunicateItiseasytoscaleItleadstoincreasedengagementItleadstobetterbusinessoutcomesClientslikeit!TheBenefitsofRemovin
11、gBarriers:Case StudiesManufacturing:IncreaseinQ12four times largerthanrestofcompanyinplantswithhistoricallylowengagementGovernment:IncreaseinCEG(customerengagement)from“worst to first”RetailBanking:First call resolution nearly doubled,25%fewer callstoresolveproblemsTurnover droppedfrom62%to47%Barrie
12、rAnalysisIdentify and Prioritize BarriersRemove BarriersProtect from Future BarriersBarrier AnalysisConsulting InterventionManagement DevelopmentTheRootCausesVirtuallyallbarriersarecausedby:FEAR:Fearsaboutmysituation,orfearingwhatothersmaydoINFORMATIONFLOW:GettingwhatIneed,andbeingabletouseitALIGNME
13、NT:WorkingatcrosspurposesMONEY:Pay,bonus,incentive,budgetsSHORTTERMTHINKING:attheexpenseoflongtermgainTheBenefitofOnlyFiveCausesSincewewillfindproblemsduetooneormoreoftheserootcauses:WebringavaluableperspectiveWebecomeuniqueBarrierremovalbecomescalableBarrier:RemovalPhaseNewscalableapproachesready t
14、o goforremovingbarriersEachistriggeredbywhatisfoundintheanalysisphaseSomearesupportedbyotherGalluptoolsTheexactapproachisdeterminedbytheexactbarriersbuttherearesomerulesofthumbALLarebasedonpublishedresearchinbehavioraleconomicsQuickOverviewofBarrierRemovalApproachesAccountabilityandEmpowermentAuditW
15、hentouseit:Fear,money,alignmentbarriersWhatitdoes:Surveyofelevenitems(someQ12overlap)Guidanceonneededchangestoperformancemgmt,training,communications,etc.OneononesessionswitheverymanagerExternalbenchmarkavailableFeb2007AccountabilityLowHighLowHighLoose CannonTop PerformerCold StorageBroken SpiritEmp
16、owermentQuick fact over 60% of HQ staff in one client are now forced into “cold storage”PerformanceManagementWhentouseit:Alignment,money,shorttermthinkingbarriersWhatitis:Completelyrestructuringperformancemanagementaroundclearoutcomes,amixofshared/localgoals,andobjectivemetricsMayalsorequiretheneedf
17、orsomerestructuringororganizationaldesignTimeManagementandTaskTracingWhentouseit:Informationflow,alignmentandsometypesofshorttermthinkingbarriersWhatitis:Firstdeterminehowmuchtimeneedstobespentoncriticaltasks,andhowmuchiseatenupwithadministrativework,byhavingmanagers/stafffilloutdiaryALLadministrati
18、vetasksandreportsaretracedtodetermineactualneedTimeManagementandTaskTracingTime Needed forMissionCriticalTasksTime Needed forAdministrative TasksMax. Amount of Time Worked Per DayAdministrativeTask CAPACITYExcess Administrative Burden1. Tasks are examined/traced to determine: - Intended vs. Actual N
19、eed - Frequency: Actual vs. Need - Possible Efficiencies and then prioritized.2.Tasks are assigned in order of priority until capacity is reached.3.Store managers are trained on intended optimal use of each remaining task via our emotional economy lensRulesAuditWhentouseit:Fearbarriers,whererulesare
20、thecauseWhatitis:TracingandifnecessarychangingrulestostillmeettheintendedneedwithoutdestroyingengagementTherearethreetypesofrulesGOSPEL:AlwaysdoXnomatterwhatGUIDELINE:DoXonlyifYoccursGROUNDRULE:UseyourjudgmentbutstaywithintheseboundariesRulesmayneedtobeeliminatedorchangedExample:Saying“isthereanythi
21、ngelseIcanhelpyouwith”attheendofacallshouldbeaguideline,notagospelStrategicResourceAlignmentWhentouseit:MoneyandshorttermthinkingbarriersWhatitis:Aprocessforevaluatingresourcedecisionsbasedon:ImpactonfinancialsImpactoncustomersImpactonemployeesLesseningliabilityorriskAvoidingcatastrophicfailureFours
22、tepprocessStrategicResourceAlignmentStepone:Executiveretreattodefinestrategyaroundcosts,customers,employees,risk,etc.Steptwo:DiscussionwitheachdepartmenttodeterminetheroleeachplaysinachievingthosestrategiesStepthree:Secondexecutivesessiontoreviewdepartmentalgoals,identifygapsandconflictsStepfour:Tra
23、iningandimplementationofnewresourceallocationprocessTheNearFutureSocial Network MappingFor determining where information is and is not flowing, who is isolated, and where communications are vulnerableBarrier ProtectionA series of Gallup University leadership courses, to teach how to:Lead in a barrie
24、r free environmentInspire courage and hope in employees once barriers are removedAvoid creating more barriers in the futureBoth of these will be ready to go by Q2 2007!BuildingScalabilityTwotrainingsareplannedEMsandPartnersThebasics,listen-fors,time/resourcesneeded,andtalkingpointsStrategicConsultan
25、tsandInterestedOthersCertificationonanalysisandremovalphasesTiming:LateFebruary/EarlyMarch2007MarketingResourcesProposal/PresentationtemplatesGMJarticles:TwopartseriesonthefiverootcausesCommoncallcenterbarriersThreeclient-readyone-pagecasestudiesBarrierAnalysisProjectedRevenueStream:ExampleIdentific
26、ation phase(200K)1showsthat“informationoverload”isthetoppriority,followedbyfearandshorttermthinkingRemoval:TimeManagement/TaskTracingisdone(300K)2followedbyconsultingoncommunicationchannelsandvehicles(50K)Protection:“UnlockingthePowerofInformation”threeclasses,20managerseach(150K)Totalyearonerevenue
27、:700KYeartwo:RepeatforFearbasedbarriersYearthree:RepeatforShortTermThinkingbarriersYearfour:ReassessOngoing:TrackprogresswithQ12andCE111 Contract value for similar work at Pioneer (completed)2 Contract value for similar work at Best Buy (pending)NewReportsNewReportsNewVideoCascadingActionPlan(CAP)Co
28、nsultingframeworkthataddressesbothorganizationalandlocalchangeDesignedtomeettheclientwheretheirbusinessneedsliveBasedoncascadinggoalssetbyseniorleadershipCustomizedHRSolutionCreatedforfrontlineteamsCallsoutthepartnershipbetweenGallup,thefieldorganizationandseniorleadershipCAPAlignswiththeclientsente
29、rprise-widepeoplestrategyCallsouttheneedforGalluptodoaclient“scrub”oftheirHRprogramsandsolutionsExecutivesdetermineactionplanitemtocascadethrutheorganizationLocalteamchoosestheirownactionitembasedontheirlocalresultsCreatesaccountability,withinjobscope,atalllevelsofthefieldorganizationPlug-inlocallev
30、elprogramsthatdriveresultsCreatesongoingculturalfocus,thruactions,versusjustafocusonthescoreEntireprogramiscustomizedtomeettheclientsneedsExecutive BriefingDiagnosticResearchEmployee Engagement MeasurementField EducationAction Planning-Stakeholder interview process-Define enterprise people strategy
31、and objectives-Identify ongoing messaging vehicles with which to link EE actions-Survey employee population-Development of messaging vehicles for internal launch of results-Planning of cascading action plan-Presentation of results to client. -Identify key issues and actions-Finalize Cascading Action
32、 Plan steps-Identify ongoing follow-up measures, at all levels, to drive action-Deliver results to the field organization-Launch at all levels, detailing actions to drive engagement-Determine strategic and localized objectives for follow-up-Launch & action planning cascades down thru organization-On
33、going follow-up by field leadership-Daily actions occur in the stores, as planned-Revisit CAP with each administration of scoresCAPOverviewCAPtoolsforfront-linemanagersCAPtoolsforfront-linemanagersExitInterviewsDiscoverwhyClienthigh-performersareleavingbeyondthe“surface”answersoftengivenbydepartinge
34、mployeesIdentifyleadingindicatorsofattritionthatbestpredictfutureexitpatternsAmongvariouslevelperformersInareaswithattrition“anomalies”LeveragetheknowledgeintomoreproactiveworkplacemeasurementandmanagementstrategiesthatimpactthesourceofemployeeretentionProgram ObjectivesTheGallupQ12ExitStatements(Pa
35、stTense)1.Iknewwhatwasexpectedofmeatwork.2.IhadthematerialsandequipmentIneededtodomyworkright.3.Atwork,IhadtheopportunitytodowhatIdobesteveryday.4.Onceaweek,Ireceivedrecognitionorpraisefordoinggoodwork.5.Mysupervisor,orsomeoneatwork,seemedtocareaboutmeasaperson.6.Therewassomeoneatworkwhoencouragedmy
36、development.7.Atwork,myopinionsseemedtocount.8.Themission/purposeofmycompanymademefeelmyjobwasimportant.9.Myassociates(fellowemployees)werecommittedtodoingqualitywork.10.Ihadabestfriendatwork.11.Inthelastsixmonths,someoneatworktalkedtomeaboutmyprogress.12.Inthelastyear,Ihadopportunitiesatworktolearn
37、andgrow.Most clients use custom exit interview questions in addition to these items.ClientExitInterviewMethodologyStrategy &PlanningDesignCollectionAnalysis &ReportingProgram Strategy & PlanningCommunication Strategy Qualitative InterviewsDriver IdentificationQ12 EngagementData AnalysisQuarterly Rep
38、orting ExecutiveBriefingStrategicRecommendationsOutbound Telephone InterviewsGallupExitInterviews:ClientResultsGlobal ERP Software Company ($3B sales - division of $10.8B company, 34,000 employees)DiscoveredtenurewasoneofstrongestcorrelatestorevenueIdentified6retentiondriversEstimatedcostofattrition
39、$678KperbusinessdevelopmentpersonAnnualizedturnoverreducedfrom19.5%to10.4%Voluntaryresignationsreducedfrom14.9%to6.1%Fortune 50 Software Company ($44B sales, 61,000 employees)Consistently75-80%ofemployeesreportedbeingverysatisfiedwiththecompanywhentheydepartedCulturalissuesweremostoftencited,includi
40、nglackof:senseofaccomplishment,coordinationamongworkgroups,work/lifebalance,andconfidenceintheirmanagers.Gallupdatainfluentialindecisionsconcerningcompany-widecompensationpoliciesandinopeningavenuestoreposition/retaintalent.Investment Bank ($52B sales, 53,000 employees)SeniormanagementtransitionIden
41、tifiedkeyareasof“uncertainty”:management,strategy/visionSalesperformanceprogramhadnoimpactonengagementRevampedtrainingprogram,implementedtalentselectionassessmentICE:InternalCustomerEngagementGallupsICEisacomprehensiveperformancemanagementsolutionfororganizationsthatdesiretomeasureandmanagethehealth
42、oftheirinternalcustomerrelationshipstodrivefinancialperformance.ICEapproachisgroundedinGallupsCustomerEngagementmodelandassumesthatstronginternalrelationshipsareafunctionofcreatingstrongemotionalbondsorpartnershipsbetweeninternalpartners.PhasesofanICEProgramAnalysis and Program Design Rollout Develo
43、pment PhaseOrganizeanICEsteeringcommitteetodiscussoptionsandideasfortheprogramElectanICEprojectsponsortodriveconsensusanddecisionmakingConductqualitativeinterviewsinordertouncoverhigh-levelchallengesandbarrierstoexistingcultureCustomizeadditionalquestionstohelpuncoverthepillarsoftheculture(GoalSetti
44、ng,Accountability,RoleClarity,etc.)Pre-brandingandmarketingfortheICEprogram(Expectations,Process,NextSteps)FinalizesurveydesignPresentfindingstoexecutivesPerformtrain-the-trainersessionsforICEactionplanningHoldaworkshopwithleaderstofocusonICEimprovementsandbestpracticesStructureanICEchampionteamtoid
45、entifylocallevelchallengesandfollowuponprogress,bestpracticesharingbetweenmeasurements Measurement &AnalysisDistributesurveyMeasurement(DataCollection)periodDataanalysisLinkICEresultstobusinessoutcomesandotherinternalmeasuresICE:WhatWeHaveFoundInternalcustomerengagementdescribesapositive,dependable,
46、emotionalrelationshipbetweencolleagues.Thisrelationshipdrivesfinancialsuccess.Everytimeyouinteractwithacolleague,heorshebecomesalittlemoreoralittlelessengagedwithyourperformance.Butthislevelneverstaysthesame.Employeeswhoarepersonallyengagedwiththeirjobstendtobuildengagedrelationshipswithcolleagues.T
47、heanswertoimprovinginternalcustomerengagementliesprimarilywithintheorganizationanditsemployees,notwiththesurveyoranalysesofthedata.GallupGreatWorkplaceAwards$300,000inadvertisementsinForbes,BusinessWeek,etc.ClientscanadvertisethattheyareaGallupGreatWorkplaceIndividualscanalsogainGreatWorkplacedesign
48、ationCaseStudy1HospitalSystemCurrentSituation30,000employeesLongtermPatientLoyaltyclientLongtermPhysicianEngagementclientJustcompletedfirstQ12PerceptionsofNursesbypatientsandphysiciansPhysician perceptions of nursing and care deliveryScore PercentileDelivered quality care all shifts/departments3.313
49、0thOverall quality of nursing care3.5426thNurses judgment when to call doctor3.6230thCompetency of staff nurses3.6434thTurnover of nursing staff3.3149thTeamwork between doctors and nurses3.7436thPatient perceptions of nursing and care deliveryScore PercentileNurses anticipated needs3.2514thNurses ex
50、plained procedures3.3110thNurses helped calm fears3.3211thNurses responded to requests3.2713thABC:NewhiresRNsstartwithverylowengagement.Engagementdropsinsubsequentyears.Engagement (GrandMean)53rd* (8th percentile in Gallups New Hire database)47th42nd37th35th37th29th34th30thn = 3033055154535883463283
51、16109*Gallup RN Database PercentileEngagementdecreasesasspanofcontrolincreasesatABC.RecognitionandOpinionsCountareespeciallyaffected.Engagement (GrandMean)Number of Respondents in work unitCaseStudy2DrinkManufacturerRangeinGrandMeanPerformanceWave1vs.Wave2GrandMeanPercentage of Workgroups*Soda Inc.,
52、 Inc. Wave 13.45 Gallup 75th 4.09Soda Inc., Inc. Wave 23.55 *Represents direct report workgroups of 5 or more Associates. 2005Bottom 25%Middle QuartilesTop 25% of Soda Inc., Inc.s Workgroups(3.45)(3.46 3.77)(3.78 4.08) (4.09 +)QuartilePerformanceonQ12GrandMeanWave1vs.Wave2Sample Size*: 2004 (total n
53、=1,734) 7625063411252005 (total n=1,678)620423400235*Represents direct report workgroups of 5 or more Associates. Quartile designation based on the 2005 Gallup Q12 database.KeyNeedDialogueandRelationshipSkillsOnEmployeeEngagementitemsdirectlyrelatingtoleaderandmanagerscreatingdialogueandrelationship
54、withSodaInc.associates,scoresarewellbelowaverage:IknowwhatisexpectedofmeatworkDowhatIdobesteverydayRecognitionlastsevendaysSupervisor/SomeoneatworkcaresEncouragesdevelopmentMyopinionscountMission/PurposeofcompanyCoworkerscommittedtoqualitySpanofControlPercentile: 35thSodaInc.,Inc.Q12ResultsComparedt
55、oGallupsDatabase44th42nd21st33rd42nd51st32nd15th33rd49th56th36th Opportunities to learn and growProgress in last six monthsBest friendCoworkers committed to qualityMission/Purpose of companyMy opinions countEncourages developmentSupervisor/Someone at work caresRecognition last seven daysDo what I do
56、 best every dayMaterials and equipmentI know what is expected of me at workCopyright 1992-1999 The Gallup Organization, Princeton, NJ. All rights reserved.Gallup Executive DatabaseSenior LeadershipNote: Percentile rankings are based on mean scoresFit/TalentforManagementDatasuggestsmanagersconsiderth
57、emselvesabadfitfortheirjob.“OpportunitytodowhatIdobest”Mid-LevelManager32ndPercentileManager20thPercentileSupervisor21stPercentileRelationshipBetweenTeamGrandMeanandFollowThroughIndexAverage growth or decline in groups overall GrandMean from Wave 1 to Wave 2 based on the teams Follow Through Index s
58、core.Bottom Quartile(166 Teams)2nd Quartile(165 Teams)3rd Quartile(171 Teams)Top Quartile (167 Teams)Note: Data based on the 669 teams whose data could be mapped year over year. Follow Through Index is the mean of the three additional items regarding feedback on results, creating an action plan, and
59、 following through on those action plans.CaseStudy3InternationalCanCompanyRevenueOverTimeCopyright 2006 The Gallup Organization, Princeton, NJ. All rights reserved.QuartilePerformanceBottom 25%Middle QuartilesTop 25% of International Can Soups WorkgroupsCopyright 2006 The Gallup Organization, Prince
60、ton, NJ. All rights reserved.Quartile designation based on the 2005 Gallup Q12 database (3.46) (3.46 3.78)(3.78 4.09) (4.09 +)2006 n =38831192632005 n =631021311642004 n =83100134162DataComparisonsThroughoutthispresentation,2003,2004,2005,and2006dataincluderesponsesfromqualifiedemployeesonly.Copyrig
61、ht 2006 The Gallup Organization, Princeton, NJ. All rights reserved.OverallEngagementGrandMeanCopyright 2006 The Gallup Organization, Princeton, NJ. All rights reserved.71st162nd58th51st70th56th52nd45th45thn =4,6324,0704,5063,7865,3995,4045,9284,8623,1111 Percentiles based on the 2005 Gallup Q12 dat
62、abase2 Percentiles based on the 2004 Gallup Q12 database 67th 64th 56th 61st 58th 50th 50th20062006Copyright 1992-1999 The Gallup Organization, Princeton NJ, All rights reserved.Opportunities to learn and growProgress in last six monthsBest friendCoworkers committed to qualityMission/Purpose of comp
63、anyMy opinions countEncourages developmentSupervisor/Someone at work caresRecognition last seven daysDo what I do best every dayMaterials and equipmentI know what is expected of me at workMeanScores(n=4,632)+ 4.144.163.834.234.013.973.924.223.873.873.954.28+ 06/0506/05ChangeChange05/0405/04ChangeCha
64、nge67th67th70th72nd67th73rd64th65th73rd52nd52nd44th20062006GrandMean 4.04 71st Overall Database PercentileGrandMean: 4.40 4.21 4.20TopQuartileManagersCopyright 1992-1999 The Gallup Organization, Princeton, NJ. All rights reserved.The top quartile managers have a different pattern in they way that th
65、ey engage their team members. The largest differences create an environment of openness, development, relationships, and positivity. Mean change in workgroups GrandMeanfrom 2005 to 2006 based on performance on“My team has made progress on the goals set during ourAction Planning sessions after the la
66、st Gallup survey.”(n=67)(n=141)(n=70)Copyright 2006 The Gallup Organization, Princeton, NJ. All rights reserved.GrandMean ChangeChangeinEngagementvs.ProgressonActionPlansNote: International Can Soups overall GrandMean change was +0.12RangeinGrandMeanPerformanceCopyright 2006 The Gallup Organization, Princeton, NJ. All rights reserved.GrandMeanPercentage of Workgroups2006 CSC4.042005 CSC3.922006 International Can Soup Qualified2005 International Can Soup QualifiedGallup 75th4.09When looking a the range of performance, the data is positively skewed and beginning to become more compressed.
