Employee Engagement Survey

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Employee Engagement Survey
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Survey

• Surveys were emailed on June 4, 2012 (some paper
  surveys were used for those who have no computer
  access)
• Closed on June 28, 2012
• 1,053 surveys were completed
• Response rate 40.5

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Survey demographics
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Things to know about the survey

• Gallup examined more than one million employee
  interviews.
• Data were analyzed to find the questions that
  were most meaningful in explaining motivations on
  the job.
• The 12 questions are what emerged from these
  findings.
• For more detail, you can refer to the book The
  Elements of Great Managing.

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Q12 Engagement Questions Strongly agree and
agree responses (4 5)
Percentage of respondents
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Things to know about the survey

• This is a baseline for us.
• Based on years of study, Gallup says company
  leaders dont have as much influence on workers
  as do front-line managers.
• Its about the experience your team is having.

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I know what is expected of me at work.
8
I know what is expected of me at work.

• Gallups research shows that many great
  workplaces have defined the right outcomes they
  set goals for their team members or work with
  them to set their own goals.
• They do not just define the job but define
  success on the job.
• For team members to be aware of their
  expectations, they should have a way to rank,
  rate, or count as many of the desired outcomes as
  possible.
• Also, these measures of performance should fit
  with what the rest of the organization is saying
  and doing.

9
I have the materials and equipment I need to do
my work.
1 strongly disagree 5 strongly agree
10
I have the materials and equipment I need to do
my work.

• Based on Gallups extensive research, great
  managers find out what people need in the way of
  materials and equipment. The responsibility for
  this is on the team members and make sure team
  members know how to get the right to certain
  materials and equipment.
• A great way for team members to increase their
  responsiveness to this question is to determine
  what materials and equipment means to them.
  Sometimes they are referring to accessibility of
  information, rather than specifically to
  materials and equipment.

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I have the opportunity to do what I do best.
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I have the opportunity to do what I do best.

• For this item, it is important to keep each team
  members talents in mind, to build relationships,
  and to help others identify their unique talents.
  
• It is vital that every individual understand his
  or her strengths and weaknesses.
• A good way of promoting this is to discuss what
  each person believes are his or her knowledge and
  innate talents. Writing strengths down often
  helps.

13
My supervisor, or someone at work, seems to care.
1 strongly disagree 5 strongly agree
14
My supervisor, or someone at work, seems to care.

• Remember, people leave managers, not companies.
• A productive workplace is one in which people
  feel safe safe enough to experiment, to
  challenge, to share information, to support each
  other and where the team members are prepared to
  give the manager and the organization the
  benefit of the doubt.
• None of this can happen if team members do not
  feel cared about. Relationships are the glue that
  holds great workplaces together.

15
In the last seven days, I have received
recognition.
1 strongly disagree 5 strongly agree
16
In the last seven days, I have received
recognition.

• Workplaces that excelled in this question relied
  on forms of recognition that are specific,
  predictable, frequent and instantaneous. They are
  known to promote a recognition-rich environment,
  with praise coming from every direction, and with
  everyone knowing how others like to be
  recognized.
• Many wonder how often people should be praised,
  but a good rule of thumb is about once a week. If
  this seems too often, consider why frequent
  praise is so important. Whenever a person does
  something, there are consequences. Those
  consequences will affect whether team members
  engage in that behavior again.
• We know that to get the results or consequences
  we want frequent praise can encourage the
  behavior that produces it.

17
I have someone at work who encourages my
development.
1 strongly disagree 5 strongly agree
18
I have someone at work who encourages my
development.

• In this case, development does not mean getting
  people promoted. It does not mean each team
  member gets what he or she wants. It means
  helping individuals find roles that fit their
  natural strengths their unique combinations of
  skills, knowledge and talent.
• Previous Gallup findings have concluded that
  workgroups that receive high scores on this
  particular item do not try to put in what was
  left out, but rather, try to draw out what was
  left in they provide constant feedback and they
  find creative developmental opportunities for
  each other.

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At work, my opinions seem to count.
1 strongly disagree 5 strongly agree
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At work, my opinions seem to count.

• Team members who give high scores on this item
  feel they have access to channels of
  communication across different levels or
  divisions of the organization, and their managers
  work to maintain those channels.
• Groups do not function very well when the team
  members in them feel insignificant or irrelevant.
  
• Managers ask team members for their opinions and
  include their ideas in the decision-making
  process whenever possible. This means everyone
  should have a chance to express his or her ideas.

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The mission and purpose of my company makes me
feel my job is important.
1 strongly disagree 5 strongly agree
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The mission and purpose of my company makes me
feel my job is important.

• This question measures a key source of motivation
  for team members the idea that their
  organization represents values that they
  themselves share.
• Effective workplaces cultivate that feeling,
  including providing constant clarification of the
  overall mission of the organization, as well as
  the ways in which each individual team member
  contributes to the achievement of the mission.
• As human beings, we like to feel as though we
  belong. Individual achievement is great, but we
  are likely to stay committed longer if we feel we
  are part of something bigger than ourselves.

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My associates or fellow employees are committed
to quality work.
1 strongly disagree 5 strongly agree
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My associates or fellow employees are committed
to quality work.

• Workgroups that score well on this question tend
  to be good at providing clear quality standards
  and keeping those standards at the forefront of
  team members minds. Thus, team members are
  capable of accurately evaluating their own
  performance, as well as that of their teammates.
• Clear communication of standards enhances
  accountability and builds trust among coworkers.
• We also know that not everyone will see quality
  in the same way if everyones concept of the word
  is different. To remedy this, having a clear
  definition helps. The best place to start is with
  customers, both internal and external.

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I have a best friend at work.
1 strongly disagree 5 strongly agree
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I have a best friend at work.

• I have a best friend at work is really a proxy
  for trust. We are interested only in whether
  there is a person at work whom you would consider
  a best friend at work.
• Think about people whom you would consider best
  friends. People with whom you share values, you
  can trust and who are watching out for you.
• You are going to feel more confident in making
  decisions, taking risks and being more productive
  because you dont have to spend a lot of time
  watching your back.
• Chances are, you are going to feel like there is
  more open communication within your team.

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In the last six months, someone at work talked to
me about my progress.
1 strongly disagree 5 strongly agree
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In the last six months, someone at work talked to
me about my progress.

• One of Gallups most consistent research findings
  has been that feedback improves performance.
• High-scoring groups establish structured feedback
  processes for their team members, which include
  clearly defined goals and achievement levels, and
  then meeting regularly with each team member to
  track his or her progress toward those goals.
• We realize that we all need feedback to know how
  far we have come. We need signs to track our
  progress.

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This last year, I had opportunities at work to
learn and grow.
1 strongly disagree 5 strongly agree
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This last year, I had opportunities at work to
learn and grow.

• Engaged team members need to feel that their job
  contributes in some way to their professional or
  personal development. Great workplaces are those
  in which team members are provided with
  educational opportunities that address their
  development. This may include formal classes or
  simply finding new experiences for them to take
  on.
• Each team member will define opportunities
  differently. For some team members, this may mean
  training classes and seminars for others, this
  means promotions and increased responsibilities
  and for others, this might mean working on
  special projects or assignments.

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Practice of Adaptive Leadership Tools and
Tactics for Changing Your Organization and the
World

• What makes some organizations more adaptive than
  others the authors have identified five key
  characteristics and created a simple survey tool
  to capture employee ratings.
• These characteristics were referenced by Terry
  Orr as well as Ronald A. Heifetz, Marty Linsky
  Alexander Grashow.
• Nassau BOCES used the information with the
  cabinet and leadership institute and through the
  employee survey.

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Elephants in the room
1 very low 10 very high
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Shared responsibility
To what extent do people in your organization,
especially those in senior management, act from
the perspective of and for the betterment of the
whole organization, as opposed to worrying about
and protecting their individual groups or silos?
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Independent judgment
1 very low 10 very high
To what extent are people in your organization
valued for their own judgment rather than their
capacity to divine the boss's preferences? And
when someone takes a reasonable risk in service
of the mission and it doesn't work out, to what
extent is that seen as a learning opportunity
rather than a personal failure?
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Leadership
To what extent do people know where they stand in
the organization and their potential for growth
and advancement? Do they have an agreed upon
plan for how they are going to reach their
potential? And to what extent are senior
managers expected to identify and mentor their
successors?
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Institutionalized reflection
1 very low 10 very high
Does the organization carve out time for
individual and collective reflection and learning
from experience? To what extent does the
organization allocate time, space and other
resources to get diverse perspectives on how work
could be done better?  
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How Adaptive is Your Organization?
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Years worked at Nassau BOCES
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What Department?
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