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THE GALLUP ORGANIZATION
Connect and Engage
Your People are Your Power
September 27, 2007
Prashant SrivastavaManaging Partner India
The Gallup Organization
Gallup India Pvt. Ltd.
[email protected]
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THE GALLUP ORGANIZATION
Why do Businesses exist?
To Drive Share Holder valueOr Grow profits
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3THE GALLUP ORGANIZATION
Copyright @2007 The Gallup Organization. All rights
reserved.
What Gallup will measure
Sound Strategy
Translated into specific initiatives
How Can Businesses drive growth?
PEOPLE Business Processes
Technology
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4THE GALLUP ORGANIZATION
Copyright @2007 The Gallup Organization. All rights
reserved.
What Gallup will measure
Strategy Provide 24x7 service from the comfort of home or
office thru call centers
Case 1: A new age bank Excel in customer service
Ground Reality: Most call center executives are
transactional creating disengaged customers and ultimately
losing them
However, there are certain executives who go out of their
way
to help the customers
What is the difference?
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5THE GALLUP ORGANIZATION
Copyright @2007 The Gallup Organization. All rights
reserved.
What Gallup will measureDifference is Engaged vs. Disengaged
Employees
Not Engaged Actively Disengaged
Loyal and psychologically
committed. More
productive, higher
retention.
Productive, but they are not
psychologically connected to theircompany. Miss more
workdays,
more likely to leave.
Physically present, but
psychologically absent. Unhappyand insist on sharing this
unhappiness with others.
Engaged
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6THE GALLUP ORGANIZATION
Copyright @2007 The Gallup Organization. All rights
reserved.
What Gallup will measureWhat is Engagement?
I cant waitto get back
to work!
My job isokay, but
15% more$$$ & Ill
Oh No, itsMonday
again
EngagedEngagedEmployeeEmployee
Not EngagedNot EngagedEmployeeEmployee Actively
DisengagedActively DisengagedEmployeeEmployee
H did W i Q12?
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7THE GALLUP ORGANIZATION
Copyright @2007 The Gallup Organization. All rights
reserved.
How did We arrive at Q12?How did We arrive at Q12?
1,000s of different questions
Over 1 million employees Identify the factors common to
productive
workplaces
Identify the best questions to measure these
factors
I feel I am paid the right
amount.
Myth
More productive
workgroups
Less productive
workgroups
HighRating
LowRating
Reality
At work, I have the
opportunity to do what I dobest every day
Myths and realities0
10
20
30
40
50
60
2.0 2.2 2.4 2.6 2.8 3.0 3.2 3.4 3.6 3.8 4.0 4.2 4.4 4.6 4.8
Num
berofUnits
Worst Best
Local performance variation - the
scourge of organizations that aspire
to high performance, is driven by
engagement.
Outcome Linkage to:
turnover/retention
customer metrics
productivity and safety
profitability
Outcome Linkage to:
turnover/retention
customer metrics
productivity and safety
profitability
Engagement Myths and realities?
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8THE GALLUP ORGANIZATION
Copyright @2007 The Gallup Organization. All rights
reserved.
Managers play a critical role in talent management the
key interface for execution of organization's policies
Employees
Managers
Leadership HR systems
Employees join Company but leave
Managers
Employees perception is not based on
others experience in company but only
by their own experience withimmediate team and manager
Engagement with the
work environment
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9THE GALLUP ORGANIZATION
Copyright @2007 The Gallup Organization. All rights
reserved.
Engagement has significant impact on business
outcomes
132 F500 Companies median net gain increase in engagement and
sampling of
impact
Reduction in Turnover +26%
Customer Satisfaction/Loyalty +12%
Absenteeism -48%
Productivity Per Employee +11%
Workgroup Profitability +15%
Annualized Net Gain
TM
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10THE GALLUP ORGANIZATION
Copyright @2007 The Gallup Organization. All rights
reserved.
Q12TM helps measure employee engagement at local work-
unit level
What do I get?
What do I give?
Do I belong?
Howcanwe
grow?
Growth
Teamwork
ManagementSupport
BasicNeeds
Engagement Hierarchy Conditions that build Great Workplaces
I have materials and equipment I need to domy work right
I know what is expected of me at work
Someone at work encourages my development Supervisor/someone at
work cares Recognition last seven days Do what I do best every
day
I have a best friend at work Coworkers committed to quality
Mission/purpose of company At work, my opinions seem to count
Opportunities to learn and grow Progress in last six months
Source: Gallup research based on over 3 million in-depth
interviews with employees and 200,000 interviews with managers
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