Close Hold – Company Confidential – Not for Distribution Driving Engagement Every Day: 2011 Engagement Survey – Hierarchy of Engagement

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 Which workgroup is more engaged? 3 Basic needs Individual Contribution Teamwork AB Grand Mean 4.00 Growth Teamwork Management Support Basic Needs Basic Needs What do I get? Management Support What do I give? Teamwork Do I belong? Growth How can we grow?

4 Why is workgroup A more engaged? 4 Basic needs Individual Contribution Teamwork AB Grand Mean 4.00 Growth Teamwork Management Support Basic Needs Although the overall Grand Mean score is the same, Workgroup A is more engaged because each employee’s foundational needs are met: clear expectations, the right materials, an opportunity to do what they do best at work The first 6 elements of the engagement hierarchy (Q1-Q6) show a higher correlation to overall engagement than the other 6 items (Q7-Q12) Focus your workgroup’s energy on meeting foundational needs FIRST.

5 Which workgroup is more engaged? 5 Basic needs Individual Contribution Teamwork A B Grand Mean 4.00 Growth Teamwork Management Support Basic Needs Basic Needs What do I get? Management Support What do I give? Teamwork Do I belong? Growth How can we grow?

6 Why is workgroup B more engaged? 6 Basic needs Individual Contribution Teamwork AB Grand Mean 4.00 Growth Teamwork Management Support Basic Needs Workgroup B, because they are working to maximize all areas. Workgroup A runs the risk of “growing” employees for another company, SAIC is building skill set, providing opportunities to learn and grow... BUT employees don’t feel basic needs are met and they may not feel their manager cares. Other scenario is strong connection with their workgroup but not with their manager, creating “us vs. them” effect.