The document discusses employee engagement, first coined by William A. Kahn and refined by Gallup, which measures factors like discretionary effort and brand advocacy. It highlights that a strong organizational culture fuels engagement, while also emphasizing the importance of understanding employees' perceptions and experiences to drive alignment. Assessing fit and authenticity, alongside embracing technology and innovation, are key to attracting individuals aligned with an organization's values.

2. • First coined in 1990 by William A. Kahn
• Gallup refined it in the mid-90’s and
established the famed Gallup-12
Employee Engagement

3. • Key Measures
– The extent to which employees are likely to put forth
discretionary effort,
– The degree to which employees intend to stay with the
organization, and
– More recently, the likeliness employees are to be a “brand
advocate” for the company.
• The measure has been used extensively for decades, has
become the standard-bearer to workplace effectiveness, and
has quite nearly become a commoditized business
Gallup - 12

4. • I know what is expected of me at work.
• The mission or purpose of my company makes
me feel my job is important.
• I have a best friend at work.
Example

5. Firm
XYZ
Law
Firms

6. • Individual fulfillment
• More work accomplished
• Improved organizational results
• “You know it when you see it”
Upsides of Engagement

7. • Not moving the needle
• Treating employees like
cogs
• Focusing on the wrong
thing
• Lacking a system-wide
approach
Downsides of Engagement

8. • Culture is the collection of words, actions, thoughts, and “stuff”
that clarify and reinforce what is truly valued inside an
organization
• Culture should connect what is valued to what drives success
Culture fuels Engagement
Employee engagement is the
result of a STRONG culture, not
an ends to itself.

9. Culture Strength Assessment
▪ DIGITAL
▪ CLEAR
▪ FLUID
▪ FAST

11. • Understanding how your employees perceive and experience
your organization’s values, behaviors, and actions is a crucial
first step to driving alignment in your workforce.
•There is no such thing as “best place to work” or “one recipe
for success.”
• Assessing fit is a two-way street; both sides need meaningful
data to make informed decisions; and most organizations
aren’t good at sharing their true story
Employer Profiling - TruWork

12. • Once you know “who you are,” you’re in a much better
position to:
– Identify which aspects best represent your essence
– Share your story in a much more open, authentic, and
meaningful way with those who want to hear it
– Authenticity leads to credibility which leads to trust
– Attract those people who are drawn to your essence and
driven by the “way you work”
– Identify opportunities to tweak “who you are” toward
“who you want to be”
Understand and Share

13. What it measures
•Builds trust; demonstrates integrity; shares information openly; communicates clearly and
truthfully; is comfortable with emotionTransparency
•Orchestrates diversity and promotes authenticity; fosters respect and support; facilitates open
participation and inclusion; creates a sense of ownershipInclusion
•Invests-in, leverages, and exploits current technology, next generation tools & business
practices; is digitally savvy; willing to be early adoptersTechnologies
•Removes obstacles, distributes control, & responsibility; employs clean processes and systems;
change is fluid; actions are timely and speedyAgility
•Facilitates exchange, interaction, and collaboration; believes that they are better together than
alone; shares knowledge and credit; relationship-centricCollaboration
•Pays attention to unique (internal & external) user needs; anticipates shifting
landscape/market and then adapts; creates customized solutions for clients and for employeesSolutions
•Encourages and rewards innovation; provides challenging work; takes risks; fuels creativity;
comfortable with mistakes; compelled by what is or what might be nextInnovation
•Teaches, develops, rewards; champions for health and welfare; facilitates pursuit of passion;
gives back; stewards to a shared prosperityGrowth
The degree to which these values, behaviors, and actions are
experienced

14. How your key dynamics
play out on the
evolutionary continuum
of “traditional” to
“future”; each place on
that continuum implies
something about how
you work and how your
employees experience it.

15. Your profile & storylines,
example
8 Dynamics, 3 Narratives, 6,500+ Permutations to Individual
Employer Profiles

17. Pulse Polling
Sentiment
Analysis
Surveys360 Reviews
Feedback Platform

18. Organization Chart

21. Analytics

22. Analytics - Filter

23. Thank you for your time!
Questions?