Explore Gallup's research.
Learn about the similarities and differences of the various generations in how they relate to the workplace, including their CliftonStrengths, and the value they bring.
Generational differences matter, but so do the differences between people's strengths. Take advantage of those strengths, starting today.
Different generations have different wellbeing needs. Learn what those differing needs are.
It's the Manager gives CHROs and CEOs step-by-step instructions on how to create a culture of development within their organization. Gallup has learned that development is the most important part of a job for millennials, Gen Z and the workforce of the future. It's the Manager helps managers get the training and tools they need to become successful managers.
CHROs and CEOs must think about the right way to develop managers to create a culture of development for their employees. It's the Manager provides leaders with training, strengths-based development and the tools needed to train better managers.
To be a better manager you first must stop acting like a boss and start thinking like a coach. Learn to become the kind of manager who focuses on developing the people in today's workforce.
To attract and hire top talent companies need to not only create a workplace tailored to today's workforce, but train and develop managers that will deliver on the company's brand promise from the job interview, to onboarding, to development and through the exit interview.
It's the Manager equips your managers with 52 of Gallup's greatest discoveries from decades of research into the science of management.
"It's the Manager" gives human resource leaders access to Gallup's platform where managers can do surveys, developmental reviews, check the strengths and engagement of their employees and further their manager development and training.
Gallup data suggest that carrying debt does not, by itself, have much of an impact on Americans' financial worries.
A significant portion of each generation has substantial consumer debt of several different kinds.
Though four in 10 report carrying no consumer debt, Gen Xers -- followed by millennials -- carry considerable debt.
To engage millennials, financial leaders need first to understand what is -- and isn't -- true about their banking behaviors.
When employees leave a company, many often take valuable attributes like knowledge and experience with them. But departing employees might also walk off with something more intangible: a piece of the company's established corporate culture.
Americans' trust that companies will protect their personal information has declined significantly during the past year.
Millennials are significantly less likely than all other generations to be engaged with their primary insurer.
Fully engaged boomer customers are more likely to consolidate their lucrative accounts and investments with their primary bank.