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Close Hold – Company Confidential – Not for Distribution Driving Engagement Every Day: 2011 Engagement Survey Best Practices by Q12 Item.

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Presentation on theme: "Close Hold – Company Confidential – Not for Distribution Driving Engagement Every Day: 2011 Engagement Survey Best Practices by Q12 Item."— Presentation transcript:

1 Close Hold – Company Confidential – Not for Distribution Driving Engagement Every Day: 2011 Engagement Survey Best Practices by Q12 Item

2 2 2 Copyright © , 2008 Gallup, Inc. All rights reserved. Gallup Engagement Hierarchy Basic Needs What do I get? Management Support What do I give? Teamwork Do I belong? Growth How can we grow? 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 at work encourages my development Supervisor/Someone at work cares Recognition last seven days Do what I do best every day I have the materials and equipment I know what is expected of me at work

3 3 3 A Important Note About This Section This section is about incorporating day-to-day changes into how you and your workgroup can change collective engagement for the better. As you read through this section of Best Practices, you will notice that the primary focus in every example is to have a conversation and take actions with your workgroup, either individually or together. The series of actions/activities are designed to be integrated into your regular workgroup meetings and/or one-on-ones. Review the suggestions for actions with your workgroup; request additional suggestions. As Gallup research indicates, the Q12 scores will naturally improve if you and the workgroup are talking and acting on the right things on a regular basis.

4 4 4 Copyright © 2011 Gallup, Inc. All rights reserved. An Engaged Workforce Contributes to High Performance Improved Engagement Higher Performance

5 5 5 Copyright © , 2008 Gallup, Inc. All rights reserved. Gallup Engagement Hierarchy Basic Needs What do I get? Management Support What do I give? Teamwork Do I belong? Growth How can we grow? 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 at work encourages my development Supervisor/Someone at work cares Recognition last seven days Do what I do best every day I have the materials and equipment I know what is expected of me at work

6 6 Best Practices for Q1: I know whats expected of me at work. 6 FOCUS: Managers & Workgroup Members can: 1.Ensure you and your workgroup write SMART (specific, measurable, actionable, realistic, and time specific) performance objectives. 2.Share your performance objectives with your workgroup. ALIGN BEHAVIORS: Managers & Workgroup Members can: 1.Show how all performance objectives align with SAICs and your organizations strategy. 2.Request a half-year meeting to review progress against performance objectives and make required adjustments. REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can: 1.Give regular just-in-time feedback for meeting/exceeding objectives and the opposite. 2.Ask for assistance or support when you hit roadblocks or obstacles that are out of your control.

7 7 Best Practices for Q2: I have the materials and equipment I need to do my work right. 7 FOCUS: Managers & Workgroup Members can: 1.Before budgeting, ask the workgroup what resources they need to complete next years projected objectives. 2.Understand equipment replacement/upgrade contract language and order per schedule – DO NOT wait for shutdowns to occur. ALIGN BEHAVIORS: Managers & Workgroup Members can: 1.In every Focal Point review ask workgroup members if they have all resources they need to meet projected objectives. 2.See what resources can be shared among your workgroup. REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can: 1.Be transparent on what resources the budget will/wont cover and establish priorities as such. 2.Ensure no favoritism, or the appearance in assigning best resources, especially to yourself.

8 8 8 Copyright © , 2008 Gallup, Inc. All rights reserved. Gallup Engagement Hierarchy Basic Needs What do I get? Management Support What do I give? Teamwork Do I belong? Growth How can we grow? 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 at work encourages my development Supervisor/Someone at work cares Recognition last seven days Do what I do best every day I have the materials and equipment I know what is expected of me at work

9 9 Best Practices for Q3: At work, I have the opportunity to do what I do best every day. 9 FOCUS: Managers & Workgroup Members can: 1.During Focal Point, review each workgroup members total background (reread their resume), ensuring you know all their capabilities. After 3 years in one job the full set of skills colleagues have are easily forgotten by others. 2.Network to find special projects that need your special skills. ALIGN BEHAVIORS: Managers & Workgroup Members can: 1.Regularly ask workgroup members what else they feel they could be doing for SAIC. 2.Tell your manager and workgroup how you feel about this question is being addressed in your workgroup and help address problems. REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can: 1.Encourage workgroup members to request multiple person input for Focal Point review. 2.Volunteer for special projects that increase your visibility in what you do best.

10 10 Best Practices for Q4: In the last seven days, I have received recognition or praise for doing good work. 10 FOCUS: Managers & Workgroup Members can: 1.Ask each workgroup member their preferred method for receiving praise or recognition and use it (Platinum Rule: Do unto others the way thats best for them!). 2.Catch colleagues doing something right regularly. ALIGN BEHAVIORS: Managers & Workgroup Members can: 1.Use WE did this instead of I... whenever possible. 2.Use SAIC recognition tools like High Five, etc. whenever appropriate. REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can: 1.Be specific in giving feedback, use behavioral language describing what they did and the results achieved. Good job is vague and can seem disingenuous. 2.Allow subordinates to present their own ideas, (and even present for you whenever possible) especially when it means they will get higher level visibility.

11 11 Best Practices for Q5: My supervisor, or someone at work, seems to care about me as a person. 11 FOCUS: Managers & Workgroup Members can: 1.Find out what your workgroup members care about outside of the workplace and ask them about those areas regularly. 2.Check in with workgroup members about their current work load before assigning more. ALIGN BEHAVIORS: Managers & Workgroup Members can: 1.Develop a relationship with each workgroup member. 2.When presented with information about a workgroup members personal problems, keep them to yourself and take them into consideration regarding their work and workload. REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can: 1.Find out what motivates each workgroup member and do your best to provide that in their work environment. 2.Never take credit for others work; increase enterprise-wide exposure of others.

12 12 Best Practices for Q6: There is someone at work who encourages my development. 12 FOCUS: Managers & Workgroup Members can: 1.Coach and provide feedback regularly, not just during Focal Point reviews. 2.Frame any performance objectives that require new experiences as developmental – thats what they are (remember, 70% of development occurs in your day job). ALIGN BEHAVIORS: Managers & Workgroup Members can: 1.Identify development goals and needed resources and share them with your manager before budget time. 2.Expand your network because 20% of development is exposure to new people and situations. REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can: 1.Use workgroup members to develop each other (share lessons learned, brown bag lunches, etc.). 2.Do After Action Reviews (AARs) with workgroup members on the project AND not on the project.

13 13 Copyright © , 2008 Gallup, Inc. All rights reserved. Gallup Engagement Hierarchy Basic Needs What do I get? Management Support What do I give? Teamwork Do I belong? Growth How can we grow? 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 at work encourages my development Supervisor/Someone at work cares Recognition last seven days Do what I do best every day I have the materials and equipment I know what is expected of me at work

14 14 Best Practices for Q7: At work, my opinions seem to count. 14 FOCUS: Managers & Workgroup Members can: 1.Ensure most meetings have a share ideas component – even just a short one – where everyone can contribute opinions. 2.Dont be afraid to ask for help from your workgroup. The best managers know they dont have all the answers, but always know when to ask questions. ALIGN BEHAVIORS: Managers & Workgroup Members can: 1.Ask for feedback on yourself regularly – at least at Focal Point review. 2.Think about other peoples styles, and how best to approach them with new ideas so that the style of approach doesnt negatively influence the idea itself. REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can: 1.Ask workgroup members where they feel their opinions count and where they do not and address issues. 2.Examine your own biases on a regular basis and how they may affect what you consider appropriate/inappropriate ideas.

15 15 Best Practices for Q8: The mission or purpose of my company makes me feel my job is important. 15 FOCUS: Managers & Workgroup Members can: 1.Put SAICs and your organizations strategy down as a regular topic on your workgroup meeting agenda. 2.If you dont understand something about the strategy, keep asking questions until you do. ALIGN BEHAVIORS: Managers & Workgroup Members can: 1.Ensure alignment of each employees performance objectives and their role to your organizations and SAICs strategy. 2.Distribute copies of all briefings related to the strategy, the Integrated Business Planning Process (IBPP), or other bigger picture information to all workgroup members. REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can: 1.Share all good news about major organization and SAIC wins; explain all problematic news timely and allow time for Q&A. 2.Ensure you understand every workgroup members roles and how they align with the strategy.

16 16 Best Practices for Q9: My associates or fellow employees are committed to doing quality work. 16 FOCUS: Managers & Workgroup Members can: 1.Clearly define success and be consistent in applying measurement. 2.Anticipate roadblocks in the company where quality can be compromised and eliminate obstacles in advance. ALIGN BEHAVIORS: Managers & Workgroup Members can: 1.Publish measures of quality success. Behavior is very responsive to positive and negative visibility of the outcome of their work. 2.Ensure customers never become too dependent on one employee for quality. REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can: 1.Take quick and decisive punitive action on anyone who does not provide quality. 2.Explain what quality means per the contract or agreement with the customer.

17 17 Best Practices for Q10: I have a best friend at work. 17 FOCUS: Managers & Workgroup Members can: 1.Find a person you can trust to have your back. 2.Find out what each workgroup member needs to be self-motivated and help provide that as much as possible. ALIGN BEHAVIORS: Managers & Workgroup Members can: 1.Help workgroup members build and expand their networks to build trust and rapport with more people. 2.Find out how much trust others have in you by asking them and others. Address all issues immediately. REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can: 1.Allow for an appropriate amount of failure when workgroup members are working on development assignments – this builds trust. 2.Ask for general feedback about yourself regularly and ACT ON IT – this builds trust.

18 18 Best Practices for Q11: In the last six months, someone at work has talked to me about my progress. 18 FOCUS: Managers & Workgroup Members can: 1.Ensure you ask about workgroup members career goals every year, and that you understand what they think is the appropriate timing. Either resolve discrepancies with the companys view, or develop an appropriate plan. 2.Share all career opportunities enterprise-wide with your workgroup members. ALIGN BEHAVIORS: Managers & Workgroup Members can: 1.Seek input from others about your own progress, or that of your workgroup members. 2.Remember that what you see is not the only way each workgroup member is seen. Request input from multiple people for Focal Point review. REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can: 1.Remember that workgroup members are not yours – their SAICs. 2.Develop a joint plan between workgroup member and the company on how to achieve career goals.

19 19 Best Practices for Q12: This last year, I have opportunities at work to learn and grow. 19 FOCUS: Managers & Workgroup Members can: 1.With technical workgroup members, find out what specific areas quickly become obsolete and ensure you keep workgroup members current in those areas. 2.Ensure some of your performance objectives include new or stretch experiences – thats the best way to learn and grow. ALIGN BEHAVIORS: Managers & Workgroup Members can: 1.Frame any performance objectives that require new experiences as a growth and learning opportunity – thats what they are. 2.Do After Action Reviews (AARs) with all workgroup members regardless of whether they were involved in the project. REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can: 1.Use workgroup members to help develop each other. 2.Allow workgroup members to shadow each other or cross-train as often as possible.

20 20 Copyright © , 2008 Gallup, Inc. All rights reserved. Gallup Engagement Hierarchy Basic Needs What do I get? Management Support What do I give? Teamwork Do I belong? Growth How can we grow? 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 at work encourages my development Supervisor/Someone at work cares Recognition last seven days Do what I do best every day I have the materials and equipment I know what is expected of me at work

21 21 Tips for Regularly Addressing Engagement 1.Individualize, individualize, individualize – Treat each person uniquely – managing individuals is not a one-size-fits-all endeavor. – Ask questions of each workgroup member to find out what is important to them. 2.Frequent interactions & communication – Over communicate information on SAIC, your organization, strategy, financial performance, etc. – Find ways to integrate engagement into existing meetings and discussions with workgroup members as a group, and individually. – Tell the truth, be transparent; share good news quickly; share bad news even quicker with explanation on what will be done about it. – Ask for feedback about yourself REGULARLY and act on any developmental issues. – Be a ROLE MODEL for high performance behavior; be ethical, collaborate, take a bigger view, engage your team, translate strategy into action. 3.Focus on strengths & success in addition to development needs – Invest in the best; spend quality time your time with your high performers, help them be at their best by removing obstacles and show them they are appreciated – Follow best practices for developmental feedback: give it just-in-time, hold people accountable, provide appropriate support, remove poor fits quickly – Capitalize on the strengths of your workgroup in addition to the development needs Copyright © 2008 Gallup, Inc. All rights reserved.

22 22 Reality: Engagement Does Not Happen In Isolation The successful manager recognizes all of the elements at play and provides the opportunity his/her workgroup to address these in a meaningful way. The manager is a catalyst for action but the workgroup members need to participate in creating and working the solution. Recognize some issues are individual and others may be outside of the workgroups control; have a plan to address these when they arise.


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