Download - Employee Engagement Research by Gallup

Founded 1935

Dr. George Gallup

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More than 25 million

190countries

70languages

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OF EMPLOYEES WORLDWIDEARE ENGAGED IN THEIR JOBS.

13%O N L Y

Copyright © 2014 Gallup, Inc. All rights reserved.

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Where is Indonesia in the global workplace?

What Indonesian businesses should do

WHERE IS INDONESIA IN THE GLOBAL WORKPLACE?

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EMPLOYEE ENGAGEMENT –

TAPPING INTO HUMAN MOTIVATION

Engaged Not Engaged Actively Disengaged

These employees are loyal and

psychologically committed to

the organisation. They are more

productive and more likely to

stay with their company for at

least a year.

These employees may be

productive, but they are not

psychologically connected to

their company. They are more

likely to miss workdays and

more likely to leave.

These employees are physically

present but psychologically

absent. They are unhappy with

their work situation and insist on

sharing this unhappiness with

their colleagues.

Copyright © 2014 Gallup, Inc. All rights reserved. 7

8% 77% 15%

ENGAGEMENT BY REGION

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N. America:

29%

18%

Western Europe :

14%

20%

MENA:

10%

35%

East Asia:

6%

26%

World

Average

13%

63%

24%

Latin America:

21%

19%

South East Asia:

12%

14%

South Asia:

10%

29%

The highest levels of disengagement globally

The lowest proportion of engaged workers is in East Asia

Panama has the highest engagement

Australia & NZ:

24%

16%


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15%8%

15%8%

2%

26%32%

23%

31%

76%

81%

77%

63%

84%

68% 60%

67%

60%

9% 11% 8%

29%

14%6% 9% 11% 9%

Singapore Malaysia Indonesia Philippines Thailand China Taiwan Korea India

Actively Disengaged Not Engaged Engaged

OPPORTUNITY FOR INDONESIA TO GROW

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WHAT INDONESIAN BUSINESSES SHOULD DO

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13%

8%

47%

63%

0%

10%

20%

30%

40%

50%

60%

70%

GlobalWorkforce

IndonesianWorkforce

Median ofGallup's Clients

GGWAWinners

% E

ng

ag

ed


DOUBLING ENGAGEMENT IS POSSIBLE

What gets measured, gets managed-Peter Drucker-

If you don't measure

you can't manage

you can't control

you cant improve

you lose money

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GALLUP Q12

EMPLOYEE ENGAGEMENT SURVEY

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1993 Fortune 500 interviewed:How do you create positive culture change?

THE GALLUP DIFFERENCE…THERE ARE SURVEYS….

AND THEN THERE ARE SURVEYS

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Gallup Philosophy Others

Assessment Measurement Diagnostic Measurement

Proven Performance Enhancement Management tool

A collection of items

Simple and Actionable Generalized undefined action plans

Enables effective culture change Tick box mindset

Program infrastructure Survey focus

Builds competitive advantage ‘been there, done that’

Core expertise and continued focus Also do Employee Surveys

Common mistake : Measure the wrong thing or measure right thing ineffectively

RESEARCH BEHIND THE Q12

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“I have received recognition for good work”

“In the last 7 days, I have received recognition or praise for doing good

work”

More productive workgroupsLess productive workgroups

Criteria

1. Sort between high-performing and

low-performing teams

2. Linked to business outcomes

3. Can be locally owned and improved

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THE 12 ITEMS THAT MEASURE

EMPLOYEE ENGAGEMENT


EMPLOYEE’S NEEDS

Knowing What’s Expected Focus Me

Materials and Equipment Free Me From Unnecessary Stress

Opportunity to Do Best Know Me

Recognition and Praise Help Me See My Value

Someone at Work Cares Care About Me

Someone at Work Encourages Development Help Me Grow

Opinions Count Hear Me

Connection to the Company Mission Help Me See My Importance

Committed to Quality Work Help Me Feel Proud

Best Friend at Work Help Me Build Trust

Talking About Progress Help Me Review My Contribution

Opportunities to Learn and Grow Challenge Me

Opportunities to learn and growProgress in last six months

I have a best friend at workCoworkers committed to qualityMission/Purpose of companyAt work, my opinions seem to count

Someone encourages my developmentSupervisor/Someone at work caresRecognition last seven daysDo what I do best every day

What do I get?

What do I give?

Do I belong?

How do we grow?

I have materials and equipmentI know what is expected of me

at work

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ENGAGEMENT HIERARCHY

Establish Excellence

Develop Capabilities

Drive Accountability

Measurement must be supported by a

rigorous organizing framework that:

– Establishes Excellence

– Develops Capabilities

– Drives Accountability

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MEASUREMENT ALONE WILL NOT DRIVE

CHANGE


Measurement without targeted

action is useless

Cohort Learning Teams Branch Tours Call Center Listen-Ins

Train the Champion Huddle Cards Coaching Calls

Executive Strategy Sessions Executive Coaching Coaching Curriculum

Onboarding Program Action Planning Red-Zone Analysis

Partnership Plans Client Online Website/Blog Communication Plans

Train the ManagersOne-on-One Engagement

GuidesStrengths Development

Great Managers Program Role Play Triad Coaching Calls

Time Management Barrier Analysis HiPo Programs

Succession Planning Lobby Management Leadership Development

SWAT Teams Best Practice Analysis Strengths-Based Coaching

Good-Better-Best SMART+3 Brand Ambassadors

CHANGE MANAGEMENT INITIATIVES

EXAMPLES


What is necessary to help a person excel in his/her role?

RECIPE FOR STRENGTH

Talent(a natural way of thinking, feeling,

or behaving)

Time Investment

(time spent developing your skills, building your

knowledge base, intention, and effort)

X

Strength(the ability to consistently

provide near-perfect performance in your role)

=


PEOPLE WHO FOCUS ON USING THEIR STRENGTHS . . .

. . . are three TIMES more likely to report

having an excellent quality of life

. . . are six TIMES as likely

to be engaged in their jobs


CLIFTON STRENGTHSFINDER®

BY THE NUMBERS

34 main themes of talent

More than 40 years of research

Originally based on more than 2 million interviews

Now taken by more than 11 million individuals

More than 5,000 per day

50+ countries

20+ languages

Copyright © 2010, 2013 Gallup, Inc. All rights reserved. 23

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Gallup Asia Summit 2015

Building High-Performance Organizations

Q&A

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COPYRIGHT STANDARDS

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This document contains proprietary research, copyrighted materials and literary property of Gallup, Inc. It is for the guidance of your company only and is not to be copied, quoted, published or divulged to others outside of your organisation. Gallup® and Q12® are trademarks of Gallup, Inc. All other trademarks are the property of their respective owners.

This document is of great value to both your organisation and Gallup, Inc. Accordingly, international and domestic laws and penalties guaranteeing patent, copyright, trademark and trade secret protection protect the ideas, concepts and recommendations related within this document.

No changes may be made to this document without the express written permission of Gallup, Inc.


More productive workgroups

High ratingLow rating

Poor Question

“I feel I am paid the right amount.”

Less productive workgroups

High ratingLow rating

Great Question

“At work, I have the opportunity to

do what I do best every day.”

Criteria

1. Sort between high-performing and

low-performing teams

2. Linked to business outcomes

3. Can be locally owned and improved

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WHY ONLY 12 QUESTIONS?

ENGAGEMENT HIERARCHY

Growth

Teamwork

Management Support

Basic Needs

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• Opportunities to learn and grow• Progress in last six months

• Best friend• Coworker committed to quality

• Mission/ Purpose of company• My opinions count

• Encourage development• Supervisor/ Someone cares

• Recognition last seven days• Do what I do best every day

• Materials and equipment• I know what is expected

DISENGAGEMENT AROUND THE WORLD

29Source: Huffington Post, Gallup data

WHAT DOES THIS TALENT LOOK LIKE?

30Copyright © 2013 Gallup, Inc. All rights reserved.

Managers with high talent have the courage to push past resistance and lead their team in the needed direction

Without talent, managers lack followership and struggle to create change



Managers with high talent drive their team to succeed and make sound decisions based on solid business thinking

Without talent, managers may miss key opportunities for driving ROI for the team’s time and effort



Managers with high manager talent build teams with great relationships, both on the team and with customers

Without talent, managers aren’t able to build cohesive teams and often suffer from dysfunction and strife



Managers with high talent create order out of chaos and build a system that enables team performance

Without manager talent, managers struggle to organize the team’s workflow, making it more difficult to meet performance expectations

Conduct stakeholder interviews to understand the role(s) and ensure the use of the right assessment

Identify the current state of those metrics that matter (role performance, recruiting efficiency, etc.)

SUGGESTED STEPS FOR IMPLEMENTATION



Use predictive assessment results as a key factor in future hires

Utilize a discussion guide to learn more about leveraging the talent of your new hire

Develop an individualized development plan for each new hire (based on talents)

Closely monitor metrics like candidate flow, internal hire rate

After sufficient hires, conduct business impact analysis

DISCOVERY

INTERVENTION

MEASURE OF

IMPACT

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Download - Employee Engagement Research by Gallup

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