126 Posts found for Source: Gallup Management Journal

The “talent shortage” is likely rooted in employers’ inability to find people with the experience managers want rather than a true shortage of talented recruits. Put another way, when hiring, employers are favoring experience over talent, therefore overlooking recruits who could excel in certain roles despite not having the preferred background for those jobs. […] Gallup defines talent as an individual’s naturally recurring patterns of … [ Read more ]

Content: Quotation | Authors: Anson Vuong, Kevin Campbell | Source: “Gallup Management Journal” | Subjects: Hiring, Human Resources

Many employees who are not engaged want a reason to be inspired. They are the “show me” group that needs an extra push to perform at their best. While positive feelings, such as happiness, are usually byproducts of engagement, they shouldn’t be confused with the primary outcomes. Rather, the primary emphasis should be on elements that engage workers and drive results, such as clarity of … [ Read more ]

Content: Quotation | Authors: Annamarie Mann, Jim Harter | Source: “Gallup Management Journal” | Subjects: Human Resources, Motivation, Organizational Behavior

The idea that a strong customer relationship equates to a growing customer relationship is simply not true. Don’t mistake loyalty for growth.

Content: Quotation | Author: Anson Vuong | Source: “Gallup Management Journal” | Subject: Customer Related

The right customer assessment not only reveals the strength of existing customer relationships, but also how primed they are for new business activity. This assessment should be standard practice for every M&A.

Content: Quotation | Author: Anson Vuong | Source: “Gallup Management Journal” | Subjects: Human Resources, Mergers & Acquisitions

Organizational culture is created through both institutional moments—the experiences that employees have with the corporation—and interpersonal moments—the everyday interactions employees have with each other.

Content: Quotation | Author: Jake Herway | Source: “Gallup Management Journal” | Subjects: Culture, Organizational Behavior

Identifying and measuring employee performance will become trickier as many jobs become less based on routines. The primary consideration in choosing the correct performance measures is that they need to reflect individual-level impact on achieving the organization’s goals – meaning they should meet two conditions:

1. they must directly link to organizational success
2. they must be in an employee’s sphere of control

Failing to meet these conditions can … [ Read more ]

Content: Quotation | Source: “Gallup Management Journal” | Subject: Human Resources

In his book Drive: The Surprising Truth About What Motivates Us, Daniel Pink identifies three key motivations:

• Autonomy
• Mastery
• Purpose

But these words rarely show up in job descriptions, recruitment material, performance reviews or annual meetings.

Content: Quotation | Author: Vipula Gandhi | Source: “Gallup Management Journal” | Subjects: Human Resources, Management, Organizational Behavior

If we think of employees as consumers of the workplace, then many of the principles of customer experience apply:

• How do employees find us?
• Why do they choose us?
• What do they feel when they are with us?
• And are they likely to refer us when they leave?

[…]

Customer experience experts have known for years that customer experiences are deeply emotional. And yet many organizations still approach employees with cold … [ Read more ]

Content: Quotation | Author: Vipula Gandhi | Source: “Gallup Management Journal” | Subjects: Human Resources, Organizational Behavior

Identify who among your employee base are Rainmakers (people with sales talent and an ability to manage risks), Experts (innovators with a focus on product development), or Conductors (high management talent). Capitalize on their natural talents. Develop and position them in appropriate roles on teams. Strengths-based development of your builders and teams is key to increased entrepreneurial behaviors, which, in turn, lead to higher engagement, … [ Read more ]

Content: Quotation | Author: Sangeeta Bharadwaj Badal | Source: “Gallup Management Journal” | Subjects: Human Resources, Management, Organizational Behavior

Employees must be continually “re-recruited” by their employer throughout their career. And when it’s time for an employee and employer to part ways, a great employee experience can last longer than the job. Employees should exit organizations feeling appreciated for their contributions and proud to be part of the alumni network. This can be a pivotal moment for an employment brand, because exiting employees can … [ Read more ]

Content: Quotation | Authors: Andrew Robertson, Ben Wigert | Source: “Gallup Management Journal” | Subjects: Human Resources, Management, Organizational Behavior

Satisfaction isn’t the same thing as engagement. Gallup research shows that satisfaction is an attitudinal outcome, like loyalty or pride, and doesn’t always relate to employee performance. Engagement is different, deeper and more emotional, and it predicts important business outcomes, like profitability and productivity. Job satisfaction beats misery or annoyance any day, but it’s not exactly something to strive for.

Content: Quotation | Author: Rujuta Gandhi | Source: “Gallup Management Journal” | Subjects: Human Resources, Organizational Behavior

Many diversity and inclusion (D&I) solutions keep companies on the defensive. That is, they primarily address concerns such as promoting compliance and diversity in race, age and ethnicity.

That’s not enough. Wide demographics alone won’t make a difference to an organization’s bottom line unless the people within those demographics feel authentically welcomed.

In other words, leaders need both a diverse workforce and an inclusive workplace culture to … [ Read more ]

Content: Quotation | Author: Dan Grafstein | Source: “Gallup Management Journal” | Subjects: Diversity, Human Resources

Companies need a plan for transforming their current operating model to a customer-centric one. Many moving parts make up customer centricity — from having a clear customer engagement strategy to talking with customers to creating a plan of action.

Developing this model comes down to four phases, which Gallup has categorized as discovery, diagnostic, analytic and sustainment. Within each of these phases, Gallup has also identified common tasks … [ Read more ]

Content: Article | Authors: AMY ADKINS, Ed O'Boyle | Source: “Gallup Management Journal” | Subject: Customer Related

Employee well-being and performance go hand in hand.

Gallup finds that workers who are thriving in all five elements of well-being (purpose, social, financial, community, physical) miss less work, have higher customer ratings, solve problems more readily and adapt to change more quickly than employees who are only thriving in one element. Employees with high well-being in all five elements also save their companies money in … [ Read more ]

Content: Article | Authors: Bailey Nelson, Jade Wood | Source: “Gallup Management Journal” | Subjects: Human Resources, Management, Organizational Behavior

Although the data from exit studies are a lagging indicator (i.e., data are typically collected when an employee has already decided to leave an organization), studying exits is important for learning how to keep your other star employees and continually improving your human capital practices.

Content: Article | Authors: Camille Patrick, Dipak Sundaram | Source: “Gallup Management Journal” | Subject: Human Resources

A culture that doesn’t just exist but that wins for your organization is one you must intentionally create. Strong organizations understand their unique culture, use multiple methods to continuously monitor the state of their culture and align the culture they want with business performance priorities — like attracting top talent.

Content: Article | Authors: Nate Dvorak, Ryan Pendell | Source: “Gallup Management Journal” | Subjects: Culture, Hiring, Human Resources, Organizational Behavior

Retention is challenging for many organizations. Retention can also be complicated. Pay and promotions alone can’t keep your best people. And your top performers likely come from different generations and demographic backgrounds. If your employees can’t define your organization’s identity — and what’s distinctive about it — they are likely to head for the exit. This means culture needs to be a part of any … [ Read more ]

Content: Article | Authors: Nate Dvorak, Ryan Pendell | Source: “Gallup Management Journal” | Subjects: Culture, Human Resources, Organizational Behavior

Despite all the talk from leaders about innovation and investment in developing new products and services or new lines of business, growth remains elusive.

A big part of the growth problem is most corporate innovation initiatives, siloed in R&D divisions and idea labs or corporate accelerators, never reach customers. These initiatives are very good at generating ideas but weak in commercialization.

Why? Because companies are too … [ Read more ]

Content: Article | Author: Sangeeta Bharadwaj Badal | Source: “Gallup Management Journal” | Subject: Innovation

Employees are now consumers of the workplace. A new generation of worker expectations, greater workplace transparency and a tightening labor market have driven companies to compete for candidates just as fiercely as their products have to compete for customers.

And companies like Glassdoor make it easy to anonymously review companies and managers. That gives workers the chance to consider insider reviews about companies and job opportunities … [ Read more ]

Content: Article | Authors: Andrew Robertson, Ben Wigert | Source: “Gallup Management Journal” | Subjects: Hiring, Human Resources

A better onboarding program can help reduce that high turnover. Here are some guiding principles, common pitfalls to avoid and four key considerations.

Content: Article | Authors: Dipak Sundaram, Niraj Patel | Source: “Gallup Management Journal” | Subject: Human Resources