Element 3 What I Do Best
Large organizations tend to have lower employee engagement levels than small businesses.
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.
Employees' anxiety and fears of layoffs have been aggravated by the stormy economic climate of the past two and a half years. Those fears can be worsened in work environments where low trust, poor communication, or unclear expectations prevail.
Companies can reduce costly churn if managers know what to look for. But they usually don't -- and that's because too many managers think money is at the root of the turnover issue. This article uncovers the real sources of the problem and reveals the reasons most people quit. Find out how to keep good employees from walking out the door.
The ramifications of matching employees to what they naturally do best are profound. So much so that this aspect of work life emerged as one the elements that best predict the performance of an employee or team. The authors of the New York Times bestseller 12: The Elements of Great Managing explain.
It's widely believed that those who get ahead in office politics must be dupes, stooges, or yes-people. But the reality is quite different. Gallup has found that among the most successful organizations, many people who get ahead are solid performers and highly effective in their roles. What's their secret? They use their innate talents to rise through the ranks -- and to master the politics of their workplaces.
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.
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.
Why are some tasks energizing and others mind-numbing? Because certain tasks demand your talents, and others just don't. In fact, focusing on non-talents can make us discouraged and disengaged -- and much less productive. So, why are we preoccupied with our non-talents? And how does this impact companies striving to maximize their human resources?
Five years ago The Gallup Organization decided to create a better feedback process for employers large and small. The primary goal was to identify and measure the elements of worker engagement that are most powerfully linked to improved business outcomes -- be they sales growth, productivity, customer loyalty, and so forth -- and the generation of value. The result was a 12-question survey in which employees are asked to rate their response to each question on a scale of one to five.
If you want to reveal your talents, monitor your spontaneous, top-of-mind reactions to the situations you encounter. These top-of-mind reactions provide the best trace of your talents. They reveal the location of strong mental connections.
Full human potential is realized only when people are in a position to use their talents and strengths. Great performance is found when an individual's natural talents fit his or her role. Matching the right person with the right job is probably the most significant challenge organizations and managers face today.