Upload
others
View
3
Download
0
Embed Size (px)
Citation preview
Gallup’s Insights:
“The Great Global Work Experiment”
1 Copyright © 2021 Gallup, Inc. All rights reserved.
Copyright © 2021 Gallup, Inc. All rights reserved.
Essential Topics for a Hybrid Workplace
2
ENGAGEMENT + WELLBEING + PRODUCTIV ITY
BEWARE OF BURNOUT
LEADING REMOTE & HYBRID WORKERS
CRAFTING YOUR NEW WORKPLACE WITHOUT
LOSING YOUR CULTURE
Copyright © 2021 Gallup, Inc. All rights reserved.
52.0
46.4
54.3
50.3
56.557.1
53.1
56.1
46.5
53.3
48.0
40.0
45.0
50.0
55.0
60.0
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Apr Jun Dec
L I F E E VA L U AT I O N S O F U . S . A D U LT S
% Thriving
Wellbeing & Life Evaluations of Americans Reaches All-Time Low During COVID-19
4
2020
Great
Recession
Data from January 2008 to August 2019 are based on the Gallup National Health and Well-Being IndexTM.
Data from March to December 2020 are from the Gallup PanelTM.
COVID-19
Copyright © 2021 Gallup, Inc. All rights reserved.
COVID-19
38 37 3740
3638 38
5860
5652 52
4846 47 48 48 48 48
45 4549
46
46 4644
4844
47 46
6060
57 5755 55
5351
53 5254 55
51 5254
52
20
30
40
50
60
70
Apr-Jun2018
Oct-Dec2018
Apr-Jun2019
Mar 23-Mar 292020
Apr 6-Apr 122020
Apr 20-Apr 262020
May 4-May 102020
May 18-May 242020
Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20
Daily Emotional Experiences of U.S. Adults Trended (Jan 2018 to Dec 2020)
% Yes, Worry % Yes, Stress
Stress
Worry
Unprecedented Spikes in Daily Stress and Worry
5
Did you experience the following feelings during a lot of the day yesterday?
Jan-
Mar
Apr-
Jun
Jul-
Sep
Oct-
Dec
Jan-
Mar
Apr-
Jun
Jul-
Aug
Mar Apr May Jun Jul Aug Sep Oct Nov
2019 2020
Jan-
Mar
Apr-
Jun
Jul-
Sep
Oct-
Dec
Jan-
Mar
Apr-
Jun
Jul-
Aug
Mar Apr May Jun July Aug Sept Oct Nov Dec
2018 2019 2020
Copyright © 2021 Gallup, Inc. All rights reserved.
12% 13%15%
18% 19%
22%
28%30%
32%34%
35% 36% 37%38%
31%
40%
36% 36%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 March April -May
June July Sept Oct-Dec
Global U.S.
Employee Engagement Increased Amid COVID-19
Gallup Workplace Tracking
6
George Floyd Killing
Social Justice Protests
Great Recession
2020
Copyright © 2021 Gallup, Inc. All rights reserved.
Engagement and Stress Are Higher for Remote Workers
Gallup Panel, 2020, Full-Time Employees Only. 2019 Overall = WFH/No WFH combined
7
67%64%
57%60%
64% 63%60% 59%
63%59%
48%
60% 57%53% 54% 55% 53%
50%
57%
48%51%
0%
10%
20%
30%
40%
50%
60%
70%
80%
2019 Mar Apr May Jun Jul Aug Sep Oct Nov Dec
% Stressed-out yesterday?
WFH No WFH
No WFH: Never/Rarely (less than 10%), WFH: Sometimes-Exclusively (10% to 100%)
Overall
40% 41%
36%
41%
39%38%
33% 33%
25%
33%
30%
36%
20%
30%
40%
50%
2019 May June July Aug/Sep Oct/Dec
% Engaged
WFH No WFH
Copyright © 2020 Gallup, Inc. All rights reserved.
E M P L OY EE B U R N O U T I S A W I D E S P R E AD P R O B L E M
8
76% OF FULL-T IME EMPLOYEES
experience feeling burned out
on the job at least sometimes.
28% report feeling burned out at work “very
often” or “always,” while an additional 48%
report feeling burned out “sometimes.”
Copyright © 2020 Gallup, Inc. All rights reserved.
The First Five: Root Causes of Burnout at Work
9
Five factors correlate most highly with employee burnout. We call
these “root causes” because they have the greatest effect on burnout.
Create a culture where
employees can do their best
work.
YOUR TOP PRIORITY:
Address the Root Causes of BurnoutUNFAIR TREATMENT AT WORK
UNMANAGEABLE WORKLOAD
UNCLEAR COMMUNICATION FROM MANAGERS
LACK OF MANAGER SUPPORT
UNREASONABLE T IME PRESSURE
1
2
3
4
5
Copyright © 2020 Gallup, Inc. All rights reserved.
Everyday I feel like I am disappointing a business leader. I’m in tears right now.
I feel overwhelmed trying to do it all.
I feel irrelevant and impotent and inadequate.
I feel like I’m failing at everything. I woke up and started work at 3am because I couldn’t sleep with all the things swimming around in my head that I need to do. I can’t see any end in sight. My family are worried about my health and I am too.
I feel like I can’t catch a breath
EMPLOYEE BURNOUT: In their own words…
My daughter asked if I could play one more thing before going to bed -- I snapped at her. I could see her shoulders fall. That was a wake-up call.
Copyright © 2020 Gallup, Inc. All rights reserved.
COMPETING AND CHANGING PRIORITIES
”I feel there are 100s of priorities. The pressure is immense in general.”
UNYIELDING WORKLOAD
“We want to do good work, but with the volume that is very challenging”
LACK OF CONFIDENCE IN NEW PROCESSES AND APPROACHES
“My business leaders expect me to know things and have answers. There are so many times I have to say "I don't know -- I'm waiting for clarity." It makes me feel like I am failing them.”
Common Burnout Themes
CARRYING MENTAL AND EMOTIONAL WEIGHT
“I get to the end of a 15 hour day and feel like I’m still failing.”
NOT GETTING TO DO WHAT I DO BEST
“There are things that dedicated teams did that were taken away… we are much more involved in the administrative that keeps me from doing what I do best.”
Copyright © 2020 Gallup, Inc. All rights reserved.
Managers are crucial to preventing burnout & creating positive experiences
1
2Copyright © 2019 Gallup, Inc. All rights reserved.
Employees who strongly agree:
They feel supported by
their manager are
70%less likely to frequently
experience burnout.
Their manager is willing to listen
to work-related problems are
62%less likely to frequently experience
burnout.
Copyright © 2020 Gallup, Inc. All rights reserved.
Three questions to tame burnout:
1. (Focus me) …
• How can we best communicate to make sure your priorities are clear, and our
expectations are aligned?
2. (Free me from stress) …
• Is there anything you need that would help you do your work?
3. (Know me) …
• How can you use your strengths even more in your role?
1
3Copyright © 2019 Gallup, Inc. All rights reserved.
Copyright © 2020 Gallup, Inc. All rights reserved.14
Based on the order you ranked these elements, what questions
can you ask your manager to clarify each:
• Making my expectations clear.
• Making my expectations collaborative.
• Making my expectations aligned.
How would you rank elements of expectations in order
of importance for you:
• My expectations are clear.
• My expectations are collaborative.
• My expectations are aligned.
P A R T
1
P A R T
2
Copyright © 2021 Gallup, Inc. All rights reserved.
Most Employees Want to Work Hybrid in the Future
Future Work Location
Preference
% of time
Working from
Home
Exclusively (100%) 18%
Primarily (80 - 99%) 13%
Mostly (60 – 79%) 9%
About half the time (40 – 59%) 15%
Sometimes (10 – 39%) 14%
Rarely/Never (<10%) 31%
16
5 in 10 want HYBRID
3 in 10 want ONSITE
2 in 10 FULL REMOTE
Copyright © 2021 Gallup, Inc. All rights reserved.
M a n a g e r s i n t e n d t o l e t e m p l o y e e s
w o r k r e m o t e m o r e o f t e n . 7 in 10
Copyright © 2021 Gallup, Inc. All rights reserved.
Remote Worker Engagement & Burnout
Pre-COVID-19 data from September 2019 and COVID-19 data from March to December 2020, Gallup Panel.
Full-Time Employees Only
18
No WFH: Never/Rarely (less than 10%), Sometimes (10%<100%), Exclusively WFH: (100%)
32%
41%38%
25%28% 29%
0%
10%
20%
30%
40%
50%
No WFH Sometimes Exclusively WFH
% Engaged % High Burnout
Copyright © 2021 Gallup, Inc. All rights reserved.19
Mixed Perceptions of Effectiveness of Working From Home
Question: From your experience, is the communication during virtual meetings more effective, less effective, or do you see
no difference in comparison to in-person meetings?
Note: Data collected from the April 16-30 Strengths Recontact Survey. Convenience sample. Not weighted to be U.S.-representative data.
22%V I R T U AL M E E T I N G S
AR E M O R E E F F E C T I V E
44%T H E R E I S N O
D I F F E R E N C E
34%V I R T U AL M E E T I N G S
AR E L E S S E F F E C T I V E
Copyright © 2021 Gallup, Inc. All rights reserved.
29%
40%
31%
0%
10%
20%
30%
40%
50%
60%
No WFH Sometimes Exclusively WFH
Frequency of Feedback Increased During COVID-19
Pre-COVID-19 data from September 2019 and COVID-19 data from October to January 2021, Gallup Panel.
Full-Time Employees Only
Onsite workers receive more feedback, but lower quality feedback.
20
2019: No WFH: Never/Rarely (less than 10%), Sometimes (10%<80%), Exclusively WFH: (80% to 100%)Amid Pandemic: No WFH: Never/Rarely (less than 10%), Sometimes (10%<100%), Exclusively WFH: (100%)
I have received meaningful feedback in
the last week. (Strongly Agree)
31%
25%21%
55%52%
42%
0%
10%
20%
30%
40%
50%
60%
No WFH Sometimes Exclusively WFH
I receive weekly feedback from my manager.
2019 Amid Pandemic
Amid Pandemic
Copyright © 2021 Gallup, Inc. All rights reserved.
Frequent, Meaningful Feedback and Communication Are Essential (2019 data)
21
• Feedback received a
few times per week
transforms the
engagement of fully
remote workers and
becomes the most
engaging
experience.
• Therefore, fully
working from home
can be the worst or
best scenario.
K E Y I N S I G H T S :
10%
20%
39%
51%
19%
31%
48%
57%
10%
16%
47%
63%
0%
10%
20%
30%
40%
50%
60%
70%
Once a year or less A few times per year A few times per month A few times per week
Frequency of Receiving Feedback From Manager
Frequency of Feedback Is Key to Engaging Remote Workers
Work remotely <10% in a typical week Work remotely 10% to <80% in a typical week
Work remotely 80% to 100% in a typical week
Gallup Panel, 2019 (pre-COVID-19)
Copyright © 2021 Gallup, Inc. All rights reserved.
Opportunities and Challenges for Hybrid Work Arrangements
Advantages of Hybrid Work
• 4 C’s
– Connectivity
– Collaboration
– Creativity
– Culture
22
Challenges of Hybrid Work
• Coordination with remote workers
• Neglecting remote workers
• Trust and measuring productivity
• Fairness issues
– Individualized treatment with equitable
rules/policies
– Equal access to resources
– Visibility
– Equal opportunities for development &
advancement
Copyright © 2021 Gallup, Inc. All rights reserved.23
Hybrid employees need
an individualized
approach to their work-
related needs.
Copyright © 2021 Gallup, Inc. All rights reserved.24
Individualizing starts with listening
to each employee and adjusting
one’s management style to their
innate traits, needs and goals to
enable them to deliver their best
performance.
Each employee will know that you
heard them, that you understand,
and that they have the opportunity
to do what they do best every day.
Copyright © 2021 Gallup, Inc. All rights reserved.
Personalizing Your Engagement
25
“Focus me.” I know what is expected of me at work.
“Equip me.” I have the materials and equipment I need to do my work right.
“Know me.” At work, I have the opportunity to do what I do best every day.
“Help me see my value.” In the last seven days, I have received recognition or praise for doing good work.
“Care about me.” My supervisor, or someone at work, seems to care about me as a person.
“Help me grow.” There is someone at work who encourages my development.
“Hear me.” At work, my opinions seem to count.
“Help me see my importance.” The mission or purpose of my company makes me feel my job is important.
“Help me feel proud.” My associates or fellow employees are committed to doing quality work.
“Help me build mutual trust.” I have a best friend at work.
“Help me review my contributions.” In the last six months, someone at work has talked to me about my progress.
“Challenge me.” This last year, I have had opportunities at work to learn and grow.
Copyright © 1993-1998, 2017 Gallup, Inc. All rights reserved.Copyright © 1993-1998, 2020 Gallup, Inc. All rights reserved.
GROWTH
TEAMWORK
INDIVIDUAL
BASIC NEEDS
Copyright © 2021 Gallup, Inc. All rights reserved.
Personalizing Your Engagement
Copyright © 1993-1998, 2017 Gallup, Inc. All rights reserved.Copyright © 1993-1998, 2020 Gallup, Inc. All rights reserved.
GROWTH
TEAMWORK
INDIVIDUAL
BASIC NEEDS
ENGAGEMENT ITEMS
12 Items That Measure Engagement
Q01. I know what is expected of me at work.
Q02. Materials and equipment.
Q03. Do what I do best everyday.
Q04. Recognition last seven days.
Q05. Supervisor/someone at work cares.
Q06. Encourages development.
Q07. My opinions count.
Q08. Mission/Purpose of company.
Q09. Coworkers committed to quality.
Q10. Best friend at work.
Q11. Progress in the last six months.
Q12. Opportunities at work to learn and grow.
PERSONALIZED QUESTIONS
Conversation Starters
What are my top priorities for the next few weeks?
What one material or resource would most help me meet my goals?
What makes my day go by quickly — when am I at my best?
What am I most proud of achieving in the past few weeks?
What do I personally find most engaging about working at my organization?
What development opportunities would I like to experience in the future?
What ideas or suggestions do I have that can improve our performance?
How do I personally feel connected to our company mission?
What gets in my way of doing quality work?
Who at our organization do I envision as being someone I share ideas with?
Do I feel I am getting regular, constructive feedback about my performance?
What do I need to learn to excel in my role?
26
Copyright © 2021 Gallup, Inc. All rights reserved.
Personalizing Your Engagement
Copyright © 1993-1998, 2017 Gallup, Inc. All rights reserved.Copyright © 1993-1998, 2020 Gallup, Inc. All rights reserved.
ENGAGEMENT ITEMS
12 Items That Measure Engagement
Q01. I know what is expected of me at work.
Q02. Materials and equipment.
Q03. Do what I do best everyday.
Q04. Recognition last seven days.
Q05. Supervisor/someone at work cares.
Q06. Encourages development.
Q07. My opinions count.
Q08. Mission/Purpose of company.
Q09. Coworkers committed to quality.
Q10. Best friend at work.
Q11. Progress in the last six months.
Q12. Opportunities at work to learn and grow.
PERSONALIZED QUESTIONS
Conversation Starters
What are my top priorities for the next few weeks?
What one material or resource would most help me meet my goals?
What makes my day go by quickly — when am I at my best?
What am I most proud of achieving in the past few weeks?
What do I personally find most engaging about working at my organization?
What development opportunities would I like to experience in the future?
What ideas or suggestions do I have that can improve our performance?
How do I personally feel connected to our company mission?
What gets in my way of doing quality work?
Who at our organization do I envision as being someone I share ideas with?
Do I feel I am getting regular, constructive feedback about my performance?
What do I need to learn to excel in my role?
What if you had to focus on just one item?
Which would it be?
27
Copyright © 2021 Gallup, Inc. All rights reserved.29
How you personalize your
engagement makes a difference.
Copyright © 2021 Gallup, Inc. All rights reserved.
Organizational Advice
• Create leadership alignment
on your hybrid strategy
• Communicate a consistent
framework to employees
• Empower freedom for local
level decisions where possible
P R O V I D E F R E E D O M
W I T H I N A
F R A M E W O R K
E N A B L E L O C A L
C O N V E R S AT I O N S
G A I N F E E D B A C K A N D
A D J U S T
• Equip managers to
individualize to the needs of their
team members
• Enable mindset shifts and
mental preparation for transitions
• Encourage frequent check-ins
between managers and teams
• Create feedback
mechanisms that allow a
pulse on the employee
experience (both quantitative
and qualitative)
• Plan for adjustments and
communicate updates in a
timely way
• Celebrate wins where
managers and teams are
seeing success
Copyright © 2021 Gallup, Inc. All rights reserved.
Employee Advice
• Consider what is best for the
team hybrid plan as it impacts
engagement, wellbeing and
performance
• Consider what is best for the
individual employee as it
impacts their engagement,
wellbeing, and performance
I N D I V I D U A L I Z EC O M M U N I C AT E T O
C O N N E C T
C R E AT E
A C C O U N T A B I L I T Y
• Plan team collaboration
connects; utilize in-person
time for important collaboration
• Provide ongoing meaningful
check-ins and feedback with
each employee, particularly
when working remote
• Provide accountability for
performance outcomes, but
be careful not to micro-manage
the process to get there
• Celebrate and recognize
successes for the team and
for individuals