1. Engagement Reflection and Planning
District School Board of Pasco County: Building a Great Place To Work & Learn
Engagement Reflection and Planning
Learning Goal For Today:
Department Planning
Strategically Plan for Engagement

2. Engagement Reflection and Planning
District School Board of Pasco County: Building a Great Place To Work & Learn
Engagement Reflection and Planning
Learning Goals For Today:
Reflect on our personal engagement techniques
Share out engagement strategies that yield success
Reflect and build on strengths
Begin engagement improvement work

3. Three Groups of Employees
“Will this day ever end?”
“I’m kind of busy.”
“I love this job!”
Review Slide from Previous training
Actively Disengaged Employee
17%
Engaged Employee
34%
Not Engaged
Employee
49%
Copyright © 2015 Gallup, Inc. All rights reserved.

4. 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
Review Slide from Previous training
Copyright © 2015 Gallup, Inc. All rights reserved.

5. Engagement in Pasco County - overview
Pasco County has partnered with Gallup to survey employees and students in 2013 and 2014
The 2014 employee surveys were collected online from October 24-November 7, 2014
More than 70% of eligible employees responded
(6,481 total respondents)
Good growth in engagement from year 1 to year 2
Copyright © 2015 Gallup, Inc. All rights reserved.

6. Participants should Review
Your Clifton StrengthsFinder report
Current department scorecard and division scorecards with employee survey results
List examples of actions taken to build engagement in your division
Copyright © 2015 Gallup, Inc. All rights reserved.

7. Leaders Teaching Leaders
Q&A
What strategies do you use to increase staff engagement?
Would you do anything differently?
Are you thinking of additional engagement strategies to incorporate next year?
What one piece of advice would you offer to your peers as they work to build engagement?
Questions
Copyright © 2015 Gallup, Inc. All rights reserved.

8. Stories of Engagement

9. Leading with your strengths
Pair up with A Colleague and Answer the Following:
What are your top strengths?
What unique ways have you used your strengths to lead?
Who are complimentary partners on your leadership team?
How have your complimentary partners contributed to the success of your work?
Have participants reference the strength finder report
Copyright © 2015 Gallup, Inc. All rights reserved.

10. Source of Pride What engagement item are you most proud of, and why?
What do you think contributed to this result?
What ideas do you have to build on and celebrate this area of strength?
Small group processing
Reference Gallup Scorecard
Copyright © 2015 Gallup, Inc. All rights reserved.

11. Source of Pain What engagement item are you most pained by, and why?
What do you think contributed to this result?
What ideas do you have to better understand and grow engagement in this area?
Small group processing
Reference Gallup Scorecard
Copyright © 2015 Gallup, Inc. All rights reserved.

12. three steps to building engagement
Focus on employee strengths. Employees are more engaged when they have the opportunity to do what they do best every day. Having a manager who focuses on your strengths nearly eradicates active disengagement.
Name the right people to be leaders. Gallup continuously finds that managers with high talent are much more likely to have above-average team engagement three years later.
Build a culture of recognition. Great leaders are more than conscientious administrators – they also know that recognition is good for their teams. Team members look forward to interaction with talented managers.
Have tools available on the Teacher Insight resources in Munis that Joy and Jerlene went through in the May principal meeting. Talent and Fit questions.
Copyright © 2015 Gallup, Inc. All rights reserved.

13. State of the department Conversation
Which engagement item would help you achieve your goal? Identify the most relevant item for your focus.
What is getting in your way of achieving this? Brainstorm barriers. Identify the barrier that if eliminated would have the most impact.
What strategy will reduce/overcome the barrier?
What three to four action steps should you focus on first to implement the strategy?
Create a communication plan to share plan with stakeholders.
This is the conversation you have with your stakeholders that are helping to develop your School Improvement Plan.
Copyright © 2015 Gallup, Inc. All rights reserved.

14. Our department Improvement Plan
How are we addressing engagement results and actions within the department plan?
Possibilities:
Goal—an engagement goal (see example on next slide)
Embedded in a broader goal as a part of the goal
As a strategy to achieve a goal
Engagement items may be addressed in a number of ways. You may decide you want to have a SIP goal dedicated to engagement. Or, you may include engagement as part of a broader goal. Or, you may decide you want to focus on an engagement item as strategy to overcome a barrier getting in the way to achieving another goal.
Once you decide how you want to address engagement, it is time to put pen to paper and make the way you want to address engagement come alive.
Copyright © 2015 Gallup, Inc. All rights reserved.

15. SIP Engagement Goal Example with Strategy and Action Plan
In this example—the barrier is that staff are unaware or not clear on their job expectations and roles. The strategy to overcome this is to clarify expectations for roles and responsibilities. Three action steps are planned to implement this strategy.
Additional support plans will need to be developed to monitor the fidelity of implementation of this strategy and to monitor the effectiveness of this strategy in reducing the barrier of staff lack of clarity regarding roles and expectations.