136 Posts found for Source: Gallup Management Journal

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

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.

If you want people leaving the conference room fired up by an idea or excited … [ Read more ]

Content: Article | Author: Rujuta Gandhi | Source: Gallup Management Journal | Subjects: Organizational Behavior, Teamwork

A big part of culture change and change management in an organization comes down to communication. However, according to Gallup’s recent State of the American Workplace report, only 13% of U.S. workers strongly agree that their organization’s leadership communicates effectively.

But what you think of when you hear “communication” may be part of the problem. Often, when we tell executives that their employees want better communication, … [ Read more ]

Content: Article | Authors: Nate Dvorak, Ryan Pendell | Source: Gallup Management Journal | Subjects: Management, Organizational Behavior

Over the past decade, many organizations have developed onboarding programs to improve retention, engagement and their overall employee experience.

But a recent study by Gallup has found that most organizations are falling woefully short of the mark. Only 12% of employees strongly agree their organization does a great job of onboarding new employees.

The consequences are significant regrettable turnover within the first year of employment and low … [ Read more ]

Content: Article | Authors: Ben Wigert, Ryan Pendell | Source: Gallup Management Journal | Subjects: Human Resources, Training & Development

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From Gallup’s perspective, onboarding should do two important things:

1. fulfill the promises made during the hiring process
2. lay the foundation for long-term engagement and performance

So what aspects of onboarding are proven to lay the foundation for consistent high performance?

Here are the five questions every employee needs to have answered if they are to have an exceptional onboarding experience.

Content: Article | Author: Jim Harter | Source: Gallup Management Journal | Subjects: Human Resources, Training & Development

We economists specialize in what we do. So economists think we’re the gods of income; we tend to think about well-being in terms of income, and we don’t worry too much about the other things that contribute to well-being, such as health, education, or participating in a democratic society. […] When we think about well-being, we can’t just think about wealth. That’s one of the … [ Read more ]

Content: Quotation | Source: Gallup Management Journal | Subject: Economics

When it comes to human capital, it’s perplexing that companies will use far less sophisticated methods for selecting employees than they do for almost anything else. Companies will spend fortunes on facilities, technologies, and advertising, but they often have no idea what kind of employee is best able to deliver the brand promise.

Content: Quotation | Source: Gallup Management Journal | Subjects: Brand, Human Resources

You can’t build a great company by tolerating mediocre leaders. A Q&A with Raad Al-Saady, managing director at Abdul Latif Jameel.

Content: Thought Leader | Source: Gallup Management Journal | Subjects: Human Resources, Management, Organizational Behavior

A company can have a world-class system in place—but it’s only as effective as the managers who implement it.

Content: Article | Authors: Megha Oberoi, Paresh Rajgarhia | Source: Gallup Management Journal | Subject: Management

Given the dynamic nature of businesses and markets, one of the most complex and difficult challenges facing every enterprise is selecting, developing, and deploying leaders at all levels to meet current and future needs. To meet this challenge, businesses must understand the demands of leadership at different organizational levels and within different roles. Most successful enterprises require four distinct kinds of leaders.

Content: Article | Authors: Paula Walker, Stosh Walsh | Source: Gallup Management Journal | Subject: Leadership