Element 1 Expectations
Employees across generations have a shared need for clear expectations in the workplace.
Just 29% of millennials are engaged in their jobs. They'd be more committed if they received job clarity and were held accountable for their performance.
Teams' structures are surging, replacing old hierarchies. But is more teamwork better? Not unless teams are managed the right way.
The holiday season comes with a heightened sense of urgency and even chaos for employees, especially those in retail.
At some point in their career, one in two employees left their job to get away from their manager to improve their overall life.
How does employee engagement move through an organization? Does it begin in the executive suite and move down through managers to frontline workers? Or does it come from all different directions? Gallup researchers set out to tackle these essential leadership questions.
Making sure employees know what's expected of them at work is the foundation of management. Supported by decades of Gallup research, the authors of 12: The Elements of Great Managing explain why.
In creating their brand images, businesses typically focus on the external world. They take a walk outside the organization to see how they look through the eyes of the prospects and customers they hope to entice. But too often, those companies overlook an audience that's every bit as important as the external one: the employees who "live" the brand every day.
How a focused and determined new manager of an underperforming hotel tightened expectations, showed the staff their potential, and turned the property's finances around.
More than 90% of the country's workforce isn't engaged at work. And that's just one alarming statistic from a recent Gallup study. How should Japan's executives tackle this problem?
If the Thai government is counting on that country's employees to fuel a vibrant, progressive economy, it should be forewarned that its efforts may remain stuck in neutral. A recent Gallup Employee Engagement Index survey in Thailand revealed that "engaged" employees make up only 12% of the country's employee population.
Learning programs alone don't engage employees, reports a Gallup survey of workers in Singapore, where participation in training is on the decline.
Soon after assuming responsibility for a Best Buy store, one of Eric Taverna's big challenges was to harness the energy of his employees. His approach -- and its positive, long-term effects -- offer lessons to managers across all industries on how to build a committed workforce.
The country has a big management problem on its hands: More than 80% of British workers lack any real commitment to their jobs, and a quarter of those are "actively disengaged," according to a recent Gallup survey. This alarming fact has led to low employee retention, high absentee levels, and low productivity. What's worse, the situation hasn't improved over the past couple of years.
Some managers inspire excellence. Some inspire loyalty. But a very few, such as Diane Marinacci at the federal General Services Administration, inspire people to the highest quality of work, the sincerest forms of loyalty, and passionate engagement. Find out what makes Marinacci so special, and successful.
Gallup's latest national survey finds Singapore's workforce to be one of the world's most disengaged. What does the country need? Better front-line managers.
As more Thai firms try to compete in the global market, they learn that the quality of their people is critical to winning business. Those firms often start by asking "How do we select talented employees?" But a smarter question would be "How can we keep our talented employees?" -- because the financial implications of losing a single talented worker are enormous.
When corporate leaders say, "Our people are our most valuable asset," they're usually expressing an emotion, not citing evidence. But at B&Q, Europe's largest home improvement retailer, the importance of people is a matter of quantifiable fact. B&Q has amassed statistically valid proof that engaged employees are key to greater productivity and customer engagement, and, by extension, higher profits.
Most pay systems reward equality, not excellence. They repel top performers and coddle the mediocre. Is your company's performance plan driving away your best people?