Employee Engagement Research by Gallup
- 1. Founded 1935 Dr. George Gallup
- 3. 3 More than 25 million 190countries 70languages
- 4. 4 OF EMPLOYEES WORLDWIDE ARE ENGAGED IN THEIR JOBS. 13% O N L Y Copyright © 2014 Gallup, Inc. All rights reserved.
- 5. 5 Where is Indonesia in the global workplace? What Indonesian businesses should do
- 6. WHERE IS INDONESIA IN THE GLOBAL WORKPLACE? 6
- 7. 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%
- 8. ENGAGEMENT BY REGION 8 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% Copyright © 2014 Gallup, Inc. All rights reserved.
- 9. 9 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
- 11. 11 13% 8% 47% 63% 0% 10% 20% 30% 40% 50% 60% 70% Global Workforce Indonesian Workforce Median of Gallup's Clients GGWA Winners %Engaged Copyright © 2014 Gallup, Inc. All rights reserved. DOUBLING ENGAGEMENT IS POSSIBLE
- 12. 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 12
- 13. GALLUP Q12 EMPLOYEE ENGAGEMENT SURVEY 13 1993 Fortune 500 interviewed: How do you create positive culture change?
- 14. THE GALLUP DIFFERENCE…THERE ARE SURVEYS…. AND THEN THERE ARE SURVEYS 14 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
- 15. RESEARCH BEHIND THE Q12 15 “I have received recognition for good work” “In the last 7 days, I have received recognition or praise for doing good work” More productive workgroups Less productive workgroups Criteria 1. Sort between high-performing and low-performing teams 2. Linked to business outcomes 3. Can be locally owned and improved
- 16. 16 THE 12 ITEMS THAT MEASURE EMPLOYEE ENGAGEMENT Copyright © 2014 Gallup, Inc. All rights reserved. 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
- 17. Opportunities to learn and grow Progress in last six months I have a best friend at work Coworkers committed to quality Mission/Purpose of company At work, my opinions seem to count Someone encourages my development Supervisor/Someone at work cares Recognition last seven days Do 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 equipment I know what is expected of me at work 17 ENGAGEMENT HIERARCHY
- 18. Establish Excellence Develop Capabilities Drive Accountability Measurement must be supported by a rigorous organizing framework that: – Establishes Excellence – Develops Capabilities – Drives Accountability 18 MEASUREMENT ALONE WILL NOT DRIVE CHANGE Copyright © 2013 Gallup, Inc. All rights reserved. Measurement without targeted action is useless
- 19. 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 Managers One-on-One Engagement Guides Strengths 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 Copyright © 2013 Gallup, Inc. All rights reserved. 19
- 20. What is necessary to help a person excel in his/her role?
- 21. 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) = Copyright © 2013 Gallup, Inc. All rights reserved. 21
- 22. 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 Copyright © 2013 Gallup, Inc. All rights reserved. 22
- 23. 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
- 24. 24 Gallup Asia Summit 2015 Building High-Performance Organizations
- 25. Q&A 25
- 26. COPYRIGHT STANDARDS 26 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. Copyright © 2013 Gallup, Inc. All rights reserved.
- 27. 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 27 WHY ONLY 12 QUESTIONS?
- 28. ENGAGEMENT HIERARCHY Growth Teamwork Management Support Basic Needs 28 • 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
- 29. DISENGAGEMENT AROUND THE WORLD 29Source: Huffington Post, Gallup data
- 30. 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
- 31. WHAT DOES THIS TALENT LOOK LIKE? 31Copyright © 2013 Gallup, Inc. All rights reserved. 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
- 32. WHAT DOES THIS TALENT LOOK LIKE? 32Copyright © 2013 Gallup, Inc. All rights reserved. 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
- 33. WHAT DOES THIS TALENT LOOK LIKE? 33Copyright © 2013 Gallup, Inc. All rights reserved. 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
- 34. 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 Copyright © 2013 Gallup, Inc. All rights reserved. 34 Copyright © 2013 Gallup, Inc. All rights reserved. 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 34