Transcript The Gallup Organization

THE GALLUP ORGANIZATION
ROMANIA
Managing Employee Engagement
in this Crisis
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Copyright © 2009 The Gallup Organization, Princeton, NJ. All rights reserved.
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Employee satisfaction vs. ROI
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Engagement Predicts:
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Profit (+)
Sales (+)
Productivity (+)
Employee Turnover (-)
Customer Loyalty & Engagement (+)
Safety Incidents (-)
Absenteeism (-)
Theft (-)
Company Advocacy (+)
Satisfaction with Leadership (+)
Life Satisfaction (+)
Stress (-)
Mortality (-)
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Findings
Disengagement is Very Expensive
Engaged work units have higher success rates
(improvement in probability of success: above-average performance)
Employee Retention + 50%
ENGAGED
WORK UNIT
Customer
Safety
+ 56%
+ 63%
+94%
Composite Performance
(composite of direct outcomes)
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Productivity
+ 38%
Profitability
+ 27%
+78%
Overall Performance
(composite of all five outcomes)
Copyright © 2009 The Gallup Organization, Princeton, NJ. All rights reserved.
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“Focused”:
Finding the right questions
• 3+ Million Employee Interviews
• 10+ Million Customer Interviews
• 2+ Million “Fit to Role” Reviews
• 200,000 Managers Interviews
• 100,000 Leadership Interviews
• Concurrent study of recent advances in neuroscience,
psychology and economics.
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Copyright © 2006 The Gallup Organization, Princeton, NJ. All rights reserved.
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®
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Q
Gallup
Engagement Index
XYZ Company by Sales Unit
100%
19
30
80%
60%
12
17
21
33
27
34
Engaged
50
Not Engaged
16
Actively Disengaged
46
51
53
58
55
40%
56
42
20%
30
30
21
15
0%
Total Sales
SU A
50
SU B
SU C
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SU D
11
SU E
23
SU F
SU G
Copyright © 2006 The Gallup Organization, Princeton, NJ. All rights reserved.
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®
12
Q
Using the
items, Gallup can calculate the
following three categories of employees:
• Engaged

These employees are loyal and psychologically committed to the
organization. They are more productive, more likely to stay with their
company for at least a year, less likely to have accidents on the job, and
less likely to steal. These employees have most of their performancerelated workplace needs met.
• Not Engaged

These employees may be productive but they are not psychologically
connected to their company. They are more likely to miss workdays and
more likely to leave. These employees have some of their performancerelated workplace needs met but have many needs unmet.
• Actively Disengaged

These employees are physically present but psychologically absent. They
are unhappy with their work situation and insist on sharing that
unhappiness with their colleagues. These employees have most of their
performance-related workplace needs unmet.
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Copyright © 2006 The Gallup Organization, Princeton, NJ. All rights reserved.
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Business is common sense
1 . COMMUNICATION
2. CHANGE MANAGEMENT
3. HOPE
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