Learn how managers can help teams silence the beeps and buzzes in our hyper-connected world and focus on deep work that creates the most value.
Learn why institutional experiences are crucial to building a great culture at your organization and how to make the most of them.
Mergers offer a rare chance to build a new workplace culture. Here's how CHROs can capitalize on the opportunities and avoid the pitfalls.
Learn why strong workplace cultures can challenge companies undergoing M&A and how your company can avoid common revenue-destroying mistakes.
Learn how to improve employee engagement by meeting your remote workers' need for a best friend at work.
Learn how HR leaders can manage change for a smooth transition during mergers and acquisitions.
Learn why a company culture that promotes a sense of belonging is more important than ever, and discover how to build one.
Learn the causes of low profitability among your large B2B accounts so you can address them with a new strategy.
Learn how to optimize employee performance at your organization.
Top-quartile business units have 50% higher revenue/sales than those in the bottom quartile.
The relationship between B2C customer engagement and organizational outcomes
Gallup's latest meta-analysis on the relationship between team engagement and performance covers more than 82,000 teams globally.
Engaged companies outperform their competition, Gallup finds. And when it comes to assessing their workforces' engagement, those companies measure the right things in the right way.
Two researchers say that your tribe is more important than anything else at work. Here’s how companies can harness the power of that insight to understand and influence team performance.
When Gallup analyzed high-performing workgroups to understand what drives their success, one of the dozen elements that emerged as most important was the statement "This last year, I have had opportunities at work to learn and grow." Decades of research reveals that employees give more of themselves when they feel a sense of progress rather than feeling stagnant, according to the authors of 12: The Elements of Great Managing.
This question has been nagging at executives, investors, and the media. Here, Gallup's chief economist sheds some much-needed light on the subject. He also tells how companies can protect themselves if there's a serious downturn and what managers -- many of whom have never lived through a real economic slump -- should know.
Building a strengths-based organization seems like it would be simple. The concept is so intuitive, the thinking goes, that embedding strengths in a company's DNA should be almost effortless. But this is one of the biggest myths about strengths management -- and, for that matter, about managing transformational change.
It's summed up this way: "My associates or fellow employees are committed to doing quality work." This means that managers should make sure that their teams aren't infiltrated by slackers, who can hurt performance and undermine the morale of those determined to do their jobs to excellence.
The need to feel a connection to a larger cause is very important to most employees. In fact, believing that "the mission or purpose of my company makes me feel my job is important" is a primary motivator, according to the authors of 12: The Elements of Great Managing.
It matters a lot to employees if their opinions count. That's because people work much harder at something that is at least partly their own idea, according to the authors of 12: The Elements of Great Managing.