One of the most important part of talent and human capital management is engagement and one of the tool to measure engagement is by Gallup Q12 employee engagement survey.Hope this article will help you.
Employee Engagement Best Practices: Survey Process Tips to Improve Trust, Acc...Qualtrics
To view the on-demand webinar for this presentation see the below link: https://success.qualtrics.com/survey-process-tips-watch.html?utm_source=slideshare
Measuring employee engagement can drive positive organizational change and increase revenue, retention, and overall productivity. However, mismanaging your employee engagement program can actually decrease trust, accountability, and empowerment amongst employees.
Join Qualtrics and Sarah Marrs, Employee Engagement Specialist, as we discuss common pitfalls that undermine engagement programs along with some practical tips to ensure a successful experience.
A comprehensive list of the most important questions to include in your employee engagement survey.
Question categories include:-
The Organisation, Strategy & Culture
Communication
My Work
Management
Leadership
Opportunities
Reward
Recognition
Training and Development
Quality of Life
Teamwork
Plus demographic and open questions for added insight.
One of the most important part of talent and human capital management is engagement and one of the tool to measure engagement is by Gallup Q12 employee engagement survey.Hope this article will help you.
Employee Engagement Best Practices: Survey Process Tips to Improve Trust, Acc...Qualtrics
To view the on-demand webinar for this presentation see the below link: https://success.qualtrics.com/survey-process-tips-watch.html?utm_source=slideshare
Measuring employee engagement can drive positive organizational change and increase revenue, retention, and overall productivity. However, mismanaging your employee engagement program can actually decrease trust, accountability, and empowerment amongst employees.
Join Qualtrics and Sarah Marrs, Employee Engagement Specialist, as we discuss common pitfalls that undermine engagement programs along with some practical tips to ensure a successful experience.
A comprehensive list of the most important questions to include in your employee engagement survey.
Question categories include:-
The Organisation, Strategy & Culture
Communication
My Work
Management
Leadership
Opportunities
Reward
Recognition
Training and Development
Quality of Life
Teamwork
Plus demographic and open questions for added insight.
Managing an employee engagement survey can be difficult. Learn how PULS can accelerate your employee engagement program by giving you constant feedback.
Engaging your employees and fostering a sense of community is key to your company's success. Studies have shown that companies with engaged employees outperform others by 202%. Take a look at these 12 eye-opening employee engagement stats and we think you will agree it's time to invest in an employee engagement strategy.
This is a presentation of the WES (Workplace Engagement Survey). It is an effective and inexpensive way to survey your employees with recommendations for increased engagement and productivity.
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
4 employee engagement survey pitfalls to avoid this year | TemboStatusTemboStatus
HR departments have long looked to employee surveys for guidance on engagement decisions. Here are four mistakes that companies can make when rolling out their employee engagement survey.
1. Vague Questions
2. Insignificant Topics
3. Lack of Participation
4. Dishonest answers
Gallup reviewed data from 263 research studies across 192 organizations to determine the organizational outcomes of employee engagement. The results showed that having engaged employees consistently results in strong business benefit in all 9 indicators studied: customer loyalty/engagement, profitability, productivity, turnover, safety incidents, shrinkage, absenteeism, patient safety incidents, and quality (defects).
When do you consider your employee survey to be complete?
Once all of your employees have taken the survey
Once your organization has received the data
After you’ve shared a couple of reports with senior management
Find out why employee surveys should be an ongoing process, where the actions taken post-survey are even more important than the survey itself. Ignoring post-survey steps can be more detrimental to Employee Engagement and Satisfaction than not conducting the survey in the first place. In this presentation, we discuss essential post-survey steps, the importance of creating an ongoing survey process, why Engagement matters, and how to create a culture of Engagement.
For most of my career I had no idea how to stem passive-aggressive behavior, management insecurity, laziness, lack of foresight, pessimism, complaining, or poor quality work.
Como alavancar o comprometimento dos colaboradores e consequentemente a performance, produtividade e resultados.
Download do documento disponível através do link: http://www.dalecarnegie.pt/employee_engagement/50_dicas_e_ideias_sobre_engagement_e_liderana/
How to Create a Culture That Fosters Employee Engagement | Webinar BizLibrary
Zombies are the walking dead. Disengaged employees are dead productivity-wise. Both are contagious and pose a risk to those among them. Additionally, disengaged employees cost organizations a lot of money. The frightening facts:
70% of employees are disengaged and actively disengaged.
Nearly 1/3 of employees think their managers fail to effectively communicate goals.
40% of employees say they don't receive regular, clear feedback on their performance from their manager.
(Sources: Gallup and Tower Perrins)
So, how can we overcome the walking dead and create a culture that fosters engagement. The cure? Your managers. In this webinar we'll discuss how to develop your managers and improve your organizational culture.
This presentation is about Employee Engagement Survey process and how it is carried out in the organisation. This presentation takes demo figures for understanding of the presentation
Managing an employee engagement survey can be difficult. Learn how PULS can accelerate your employee engagement program by giving you constant feedback.
Engaging your employees and fostering a sense of community is key to your company's success. Studies have shown that companies with engaged employees outperform others by 202%. Take a look at these 12 eye-opening employee engagement stats and we think you will agree it's time to invest in an employee engagement strategy.
This is a presentation of the WES (Workplace Engagement Survey). It is an effective and inexpensive way to survey your employees with recommendations for increased engagement and productivity.
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
4 employee engagement survey pitfalls to avoid this year | TemboStatusTemboStatus
HR departments have long looked to employee surveys for guidance on engagement decisions. Here are four mistakes that companies can make when rolling out their employee engagement survey.
1. Vague Questions
2. Insignificant Topics
3. Lack of Participation
4. Dishonest answers
Gallup reviewed data from 263 research studies across 192 organizations to determine the organizational outcomes of employee engagement. The results showed that having engaged employees consistently results in strong business benefit in all 9 indicators studied: customer loyalty/engagement, profitability, productivity, turnover, safety incidents, shrinkage, absenteeism, patient safety incidents, and quality (defects).
When do you consider your employee survey to be complete?
Once all of your employees have taken the survey
Once your organization has received the data
After you’ve shared a couple of reports with senior management
Find out why employee surveys should be an ongoing process, where the actions taken post-survey are even more important than the survey itself. Ignoring post-survey steps can be more detrimental to Employee Engagement and Satisfaction than not conducting the survey in the first place. In this presentation, we discuss essential post-survey steps, the importance of creating an ongoing survey process, why Engagement matters, and how to create a culture of Engagement.
For most of my career I had no idea how to stem passive-aggressive behavior, management insecurity, laziness, lack of foresight, pessimism, complaining, or poor quality work.
Como alavancar o comprometimento dos colaboradores e consequentemente a performance, produtividade e resultados.
Download do documento disponível através do link: http://www.dalecarnegie.pt/employee_engagement/50_dicas_e_ideias_sobre_engagement_e_liderana/
How to Create a Culture That Fosters Employee Engagement | Webinar BizLibrary
Zombies are the walking dead. Disengaged employees are dead productivity-wise. Both are contagious and pose a risk to those among them. Additionally, disengaged employees cost organizations a lot of money. The frightening facts:
70% of employees are disengaged and actively disengaged.
Nearly 1/3 of employees think their managers fail to effectively communicate goals.
40% of employees say they don't receive regular, clear feedback on their performance from their manager.
(Sources: Gallup and Tower Perrins)
So, how can we overcome the walking dead and create a culture that fosters engagement. The cure? Your managers. In this webinar we'll discuss how to develop your managers and improve your organizational culture.
This presentation is about Employee Engagement Survey process and how it is carried out in the organisation. This presentation takes demo figures for understanding of the presentation
This presentation describes employee engagement, the three inclinations employees have towward being engaged, a spectrum of engagement, eight factors that affect engagement levels, and information about surveys and the correlation between engagement - personal behaviors - business results.
After The Employee Engagement Survey: Now What? Best Practices in Communicati...Stephen Shinnan
The results are in. The presentation to the leadership team went well, and all eyes turn to you as the CEO utters those famous words: So, what are the next steps? You’ve been anticipating that, and have loads of questions:
How should we cascade the results to managers and staff? Is there are a right way and a wrong way? What are the best practices?
How do we go about action planning?
What should we focus on?
How do I deal with groups that don’t want to follow the organizational approach, i.e. they want to do their own thing?
How do I satisfy the people who don’t accept the organization’s results and think their group is different?
Join Norm Baillie-David, SVP Consulting, as he draws from numerous case studies and success stories to provide best practices in how to proceed after the survey to ensure that your survey investment is maximized and that you do the right things right to improve employee engagement in your organization.
What is modern employee engagement and why is it important? With key stats and quotes from industry experts and professionals, we look at how you can create and maintain an engaged culture suitable for 21st century businesses.
StrengthsEngage - How to understand your Clifton StrengthsFinder resultsPatrick Kayton
Gallup's Clifton StrengthsFinder has gained great traction in the US and elsewhere, as a powerful means of building self awareness, which is the cornerstone of great leadership. StrengthsEngage is a powerful next step in understanding the results of your StrengthsFinder assessment.
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I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
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PLEASE ANSWER THESE QUESTION ASKED BY MY PROFESSOR. THANKS!7-C.docxrandymartin91030
PLEASE ANSWER THESE QUESTION ASKED BY MY PROFESSOR. THANKS!
7-Class,
When interviewing for a new job, how might you go about discovering how the job characteristic dimensions are ranked for that position (i.e., high autonomy and low skill variety, task identity, task significance, autonomy, and feedback),)? In general, do all positions for a given organization generally have the same weighting across the organization? Why or why not?
8-Class,
Looking at the five elements of well-being (Positive emotions, Engagement, Relationships, Meaning, and Achievement--PERMA) how do these elements shape organizational climate? Which of these do you think can have the greatest benefit or do the most harm to the culture or an organization?
PLEASE ANSWER THESE QUESTION ASKED BY MY PROFESSOR. THANKS!
7
-
Class,
When interviewing for a new job, how might you go about discovering how the job
characteristic
dimensions are ranked for that position (i.e., high autonomy and low skill
variety, task identity, task significance, autonomy, and feedback),)? In general, do all
positions for a given organization generally have the same weighting across the
organization
? Why or why not?
8
-
Class,
Looking at the five elements of well
-
being (Positive emotions, Engagement, Relationships,
Meaning, and Achievement
--
PERMA) how do these elements shape organizational climate?
Which of these do you think can have the greatest ben
efit or do the most harm to the culture
or an organization?
PLEASE ANSWER THESE QUESTION ASKED BY MY PROFESSOR. THANKS!
7-Class,
When interviewing for a new job, how might you go about discovering how the job
characteristic dimensions are ranked for that position (i.e., high autonomy and low skill
variety, task identity, task significance, autonomy, and feedback),)? In general, do all
positions for a given organization generally have the same weighting across the
organization? Why or why not?
8-Class,
Looking at the five elements of well-being (Positive emotions, Engagement, Relationships,
Meaning, and Achievement--PERMA) how do these elements shape organizational climate?
Which of these do you think can have the greatest benefit or do the most harm to the culture
or an organization?
PLEASE REWORD THESE PARAGRAPHS IN YOUR OWN WORDS. DO NOT COPY THE SAME WORDS AS THEY ARE IN EACH PARAGRAPH. THANK YOU!
1- In my job, it takes both extrinsic and intrinsic motivation to motivate employees. Extrinsic motivators such as a year-end bonus or a merit pay increase motivate employees to continue to work hard so they can keep enjoying these results. The problem is that when you only recognize employees once or twice a year, the job they felt from an extrinsic motivator will wear off and they also need intrinsic motivation to maintain that motivation. When your boss recognizes the good work you are doing either by mentioning it to others or saying "thank you" can go a long way in motivating employees to continu.
Lori Goler is the head of People at Facebook. Janelle Gal.docxjeremylockett77
Lori Goler is the head
of People at Facebook.
Janelle Gale is the head
of HR Business Partners
at Facebook. Adam Grant
is a professor at Wharton,
a Facebook consultant,
and the author of Originals
and Give and Take.
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Let’s Not Kill
Performance
Evaluations Yet
Facebook’s experience shows
why they can still be valuable.
BY LORI GOLER, JANELLE GALE, AND ADAM GRANT
November 2016 Harvard Business Review 91
LET’S NOT KILL PERFORMANCE EVALUATIONS YET
tThe reality is, even when companies get rid of performance evaluations, ratings still exist. Employees just can’t see them. Ratings are done sub-jectively, behind the scenes, and without input from the people being evaluated.
Performance is the value of employees’ contribu-
tions to the organization over time. And that value
needs to be assessed in some way. Decisions about
pay and promotions have to be made. As research-
ers pointed out in a recent debate in Industrial and
Organizational Psychology, “Performance is always
rated in some manner.” If you don’t have formal
evaluations, the ratings will be hidden in a black box.
At Facebook we analyzed our performance man-
agement system a few years ago. We conducted fo-
cus groups and a follow-up survey with more than
300 people. The feedback was clear: 87% of people
wanted to keep performance ratings.
Yes, performance evaluations have costs—but
they have benefits, too. We decided to hang on
to them for three reasons: fairness, transparency,
and development.
Making Things Fair
We all want performance evaluations to be fair. That
isn’t always the outcome, but as more than 9,000
managers and employees reported in a global sur-
vey by CEB, not having evaluations is worse. Every
organization has people who are unhappy with their
bonuses or disappointed that they weren’t pro-
moted. But research has long shown that when the
process is fair, employees are more willing to accept
undesirable outcomes. A fair process exists when
evaluators are credible and motivated to get it right,
and employees have a voice. Without evaluations,
people are left in the dark about who is gauging their
contributions and how.
At Facebook, to mitigate bias and do things sys-
tematically, we start by having peers write evalua-
tions. They share them not just with managers but
also, in most cases, with one another—which reflects
the company’s core values of openness and transpar-
ency. Then decisions are made about performance:
Managers sit together and discuss their reports
face-to-face, defending and championing, debating
and deliberating, and incorporating peer feedback.
Here the goal is to minimize the “idiosyncratic rater
effect”—also known as personal opinion. People
aren’t unduly punished when individual managers
are hard graders or unfairly rewarded when they’re
easy graders.
Next managers write the performance reviews.
We have a team of analysts who examine evalua-
tions f.
15Five's Guide To Creating High Performing TeamsDavid Hassell
Managing a team has never been more complex. Knowledge-based workers are challenging status-quo leadership at every turn. How will you keep your A-players, ensure their happiness and call forth their best week after week?
15Five's Guide To Creating High Performing Teams contains helpful management tips on everything from building better relationships with employees to supercharging meetings and performance reviews.
9 things you need to do to build your dream teamNaomi Simson
Whether it is on a sporting field, in your office or at a pub trivia
night, we all know a dream team when we see one. They share
certain unmistakable qualities that have the power to make
magic happen and success seem so attainable.
http://www.bizsum.com - This book shows that the ultimate solution to reversing the current leadership trends of margin slashing, accounting trickery, and shareholder hoodwinking is to run an organization that can maintain and expand its customer base without slashing prices and without reducing its fiscal integrity. In the end, the success of your organization does not depend on your understanding of economics, or organizational development, or marketing. It depends on your understanding of psychology: how each individual employee and client connects with your company.
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
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Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
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Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
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2. Company Confidential 2
Gallup Questions
What are the Gallup Questions?
The Gallup Questions are questions that Gallup has consistently found measure the
aspects of employee engagement that link to business outcomes. Gallup tested
thousands of questions on millions of employees to find the right questions with the
exact wording that provided the highest correlation to business results most
companies regularly measure — profitability, productivity, turnover, and safety.
The following slides explain each of the Gallup Questions that will be posed in the
SAIC employee engagement survey.
3. Company Confidential 3
Gallup Questions
Q01. I know what is expected of me at work.
Gallup’s research shows that many great workplaces have defined the right
outcomes; they set goals for their work groups or work with them to set their
own goals. They do not just define the job but define success on the job.
For work groups to be aware of their expectations, they should have a way
to rank, rate, or count as many of the desired outcomes as possible. Also,
these measures of performance should fit with what the rest of the
organization is saying and doing.
4. Company Confidential 4
Gallup Questions
Q02. I have the materials and equipment I need to do my work right.
Based on Gallup’s extensive research, great managers:
Find out what people need in the way of materials and equipment
Place the responsibility for this on the work groups
Make sure work groups know how to earn the right to certain
materials and equipment.
A great way for work groups to increase their responsiveness to this
question is to determine what “materials and equipment” means to them.
Sometimes they are referring to accessibility of information, rather than
specifically to materials and equipment.
5. Company Confidential 5
Gallup Questions
Q03. At work, I have the opportunity to do what I do best every day.
For this item, it is important to keep each work group member’s talents in
mind, to build relationships, and to help others identify their unique talents.
It is vital that every individual understands his or her strengths and
weaknesses.
A good way of promoting this is to discuss what each person believes his or
her leading strengths are, in terms of skills, knowledge, and innate talents.
Writing these strengths down often helps.
6. Company Confidential 6
Gallup Questions
Q04. In the last seven days, I have received recognition or praise
for doing good work.
Workplaces that excelled in this question relied on forms of recognition that
are specific, predictable, frequent, and instantaneous. They are known to
promote a recognition-rich environment, with praise coming from every
direction, and with everyone knowing how others like to be recognized.
Many wonder how often people should be praised, but a good rule of thumb
is about once a week. Here’s why: Whenever a person does something,
there are consequences. Those consequences will affect whether work
groups engage in that behavior again. We know that to get the results or
consequences we want, frequent praise can encourage the behavior that
produces it.
7. Company Confidential 7
Gallup Questions
Q05. My supervisor, or someone at work, seems to care about me
as a person.
Remember, people leave managers, not companies. A productive
workplace is one in which people feel safe — safe enough to experiment, to
challenge, to share information, to support each other, and where the work
groups are prepared to give the manager and the organization the “benefit
of the doubt.”
None of this can happen if work groups do not feel cared about.
Relationships are the glue that holds great workplaces together.
8. Company Confidential 8
Gallup Questions
Q06. There is someone at work who encourages my development.
In this case, “development” does not mean getting people promoted. It does
not mean each work group member gets what he or she wants. It means
helping individuals find roles that fit their natural strengths: their unique
combinations of skills, knowledge, and talent.
Previous Gallup findings have concluded that workgroups that receive high
scores on this particular item do not try to put in what was left out, but
rather, try to draw out what was left in; they provide constant feedback; and
they find creative developmental opportunities for each other.
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Gallup Questions
Q07. At work, my opinions seem to count.
Work groups who give high scores on this item feel they have access to
channels of communication across different levels or divisions of the
organization, and their managers work to maintain those channels. Groups
do not function very well when the work group members feel insignificant or
irrelevant.
Managers should ask work groups for their opinions and include their ideas
in the decision-making process whenever possible. This means everyone
should have a chance to express his or her ideas.
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Gallup Questions
Q08. The mission or purpose of my company makes me feel my job
is important.
This question measures a key source of motivation for work groups — the
idea that their organization represents values that they themselves share.
Effective workplaces cultivate that feeling, including providing constant
clarification of the overall mission of the organization, as well as the ways in
which each individual team member contributes to the achievement of the
mission.
As human beings, we like to feel as though we belong. Individual
achievement is great, but we are likely to stay committed longer if we feel
we are part of something bigger than ourselves.
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Gallup Questions
Q09. My associates or fellow employees are committed to doing
quality work.
Work groups that score well on this question tend to be good at providing
clear quality standards and keeping those standards at the forefront of work
group members’ minds. Thus, work groups are capable of accurately
evaluating their own performance, as well as that of their teammates.
Clear communication of standards enhances accountability and builds trust
among coworkers. We also know that not everyone will see “quality” in the
same way if everyone’s concept of the word is different. To remedy this,
having a clear definition helps. The best place to start is with customers,
both internal and external.
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Gallup Questions
Q10. I have a best friend at work.
I have a best friend at work” is really a proxy for trust. We are interested
only in whether there is a person at work whom you would consider a
best friend “at work”.
Think about people whom you would consider “best friends.” People with
whom you share values, you can trust, and who are watching out for you.
You are going to feel more confident in making decisions, taking
risks, and being more productive because you don’t have to spend a
lot of time watching your back. Chances are, you’re going to feel like
there is more open communication within your team.
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Gallup Questions
Q11. In the last six months, someone at work has talked to me
about my progress.
One of Gallup’s most consistent research findings has been that feedback
improves performance. High-scoring groups establish structured feedback
processes for their work groups, which include clearly defining goals and
achievement levels, and then meeting regularly with each work group
member to track his or her progress toward those goals.
We realize that we all need feedback to know how far we have come. We
need signs to track our progress.
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Gallup Questions
Q12. This last year, I have had opportunities at work to learn
and grow.
Engaged work groups need to feel that their job contributes in some way to
their professional or personal development. Great workplaces are those in
which work groups are provided with educational opportunities that address
their development — this may include formal classes or simply finding new
experiences for them to take on.
Each work group member will define “opportunities” differently. For some
work groups, this may mean training classes and seminars; for others, this
means promotions and increased responsibilities; and for others, this might
mean working on special projects or assignments.