close hold – company confidential – not for distribution driving engagement every day: 2011...

Close Hold – Company Confidential – Not for Distribution

Driving Engagement Every Day: 2011 Engagement Survey Best Practices by Q12 Item

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2Copyright © 1993-1998, 2008 Gallup, Inc. All rights reserved.

Gallup Engagement Hierarchy

BasicNeeds

What do I get?

ManagementSupport

What do I give?

Teamwork

Do I belong?

Growth

How can we grow?

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 at work encourages my development Supervisor/Someone at work cares Recognition last seven daysDo what I do best every day

I have the materials and equipmentI know what is expected of me at work

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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.

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Focus Matters

Accountability and Follow

Through

Align Behaviors With

Messaging

4 Copyright © 2011 Gallup, Inc. All rights reserved.

An Engaged Workforce Contributes to High Performance

Improved Engagement

Higher Performance

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BasicNeeds

What do I get?

ManagementSupport

What do I give?

Teamwork

Do I belong?

Growth

How can we grow?





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Best Practices for Q1: “I know what’s expected of me at work.”

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Focus Matters

Require Accountability and Follow

Through

Align Behaviors

With Messaging

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 SAIC’s and your organization’s 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.

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Best Practices for Q2: “I have the materials and equipment I need to do my work right.”

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Focus Matters


Through

Align Behaviors

With Messaging

FOCUS: Managers & Workgroup Members can:1. Before budgeting, ask the workgroup what resources they need to complete next year’s

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.


1. Be transparent on what resources the budget will/won’t cover and establish priorities as such.

2. Ensure no favoritism, or the appearance in assigning “best” resources, especially to yourself.

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BasicNeeds

What do I get?

ManagementSupport

What do I give?

Teamwork

Do I belong?

Growth

How can we grow?





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Best Practices for Q3: “At work, I have the opportunity to do what I do best every day.”

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Focus Matters


Through

Align Behaviors

With Messaging

FOCUS: Managers & Workgroup Members can:1. During Focal Point, review each workgroup member’s 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.


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.

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Best Practices for Q4: “In the last seven days, I have received recognition or praise for doing good work.”

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Focus Matters


Through

Align Behaviors

With Messaging

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 that’s 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.


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.

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Best Practices for Q5: “My supervisor, or someone at work, seems to care about me as a person.”

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Focus Matters


Through

Align Behaviors

With Messaging

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 member’s personal problems,

keep them to yourself and take them into consideration regarding their work and workload.


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.

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Best Practices for Q6: “There is someone at work who encourages my development.”

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Focus Matters


Through

Align Behaviors

With Messaging

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 –

that’s 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.


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.

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BasicNeeds

What do I get?

ManagementSupport

What do I give?

Teamwork

Do I belong?

Growth

How can we grow?





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Best Practices for Q7: “At work, my opinions seem to count.”

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Focus Matters


Through

Align Behaviors

With Messaging

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. Don’t be afraid to ask for help from your workgroup. The best managers know they

don’t 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 people’s styles, and how best to approach them with new ideas so

that the style of approach doesn’t negatively influence the idea itself.


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.

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Best Practices for Q8: “The mission or purpose of my company makes me feel my job is important.”

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Focus Matters


Through

Align Behaviors

With Messaging

FOCUS: Managers & Workgroup Members can:1. Put SAIC’s and your organization’s strategy down as a regular topic on your workgroup

meeting agenda.2. If you don’t understand something about the strategy, keep asking questions until you

do.

ALIGN BEHAVIORS: Managers & Workgroup Members can:1. Ensure alignment of each employee’s performance objectives and their role to your

organization’s and SAIC’s 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.


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 member’s roles and how they align with the strategy.

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Best Practices for Q9: “My associates or fellow employees are committed to doing quality work.”

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Focus Matters


Through

Align Behaviors

With Messaging

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.


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.

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Best Practices for Q10: “I have a best friend at work.”

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Focus Matters


Through

Align Behaviors

With Messaging

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.


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.

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Best Practices for Q11: “In the last six months, someone at work has talked to me about my progress.”

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Focus Matters


Through

Align Behaviors

With Messaging

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 company’s 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.


1. Remember that workgroup members are not yours – their SAIC’s.

2. Develop a joint plan between workgroup member and the company on how to achieve career goals.

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Best Practices for Q12: “This last year, I have opportunities at work to learn and grow.”

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Focus Matters


Through

Align Behaviors

With Messaging

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 –

that’s 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 – that’s what they are.2. Do After Action Reviews (AARs) with all workgroup members regardless of whether

they were involved in the project.


1. Use workgroup members to help develop each other.

2. Allow workgroup members to shadow each other or cross-train as often as possible.

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BasicNeeds

What do I get?

ManagementSupport

What do I give?

Teamwork

Do I belong?

Growth

How can we grow?





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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.

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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 workgroup’s control; have a plan to address these when they arise.

Organizational Expectations• Time sold

requirements• Remote

workforces• Limited interaction

opportunities• Priority of

engagement• Newly introduced

strategic direction

Individual Workgroup Member Needs• Relationships• Staying current in

technical skills• Being “in on

things”• They are providing

value • To contribute

what they do well; good job fit

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