state of the american workplace - rmel

F A I T H G A I N E S

C O N S U L T I N G D I R E C T O R

STATE OF THE

AMERICAN

WORKPLACE

Copyright © 2018 Gallup, Inc. All rights reserved.3

“While the world's workplace has been going through extraordinary historical change, the practice of management has been stuck in time for more than 30 years.”

– JIM CLIFTON

Copyright © 2018 Gallup, Inc. All rights reserved.

Challenges Facing Managers

4

More employees than ever before are working remotely.



5

Digitization has changed the nature of work.



6

Matrixed teams have changed how we get work done.



7

GALLUP ANALYTICS

There is more generational diversity in the workplace than ever before.

4


Management, as we know it, is broken.


The Majority of Employees Worldwide Are Not Engaged

Data collected in 2014, 2015 and 2016 across 155 countries

15%ENGAGED

18%ACTIVELY DISENGAGED

67%NOT ENGAGED


30%30% 29% 28% 28% 29% 30% 30% 31% 32% 33%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Eng

ag

ed

em

plo

yee

s

Gallup Daily tracking


Employee Engagement Crisis in the U.S.


Gallup estimates that actively disengaged employees cost the U.S. $483 billion to $605 billion each year in

lost productivity.

The Staggering Cost of Active Disengagement


Managers Are Responsible

12

Managers play the most significant role

in driving employee engagement.

Managers explain at least 70%of engagement


Employees Are Looking and Leaving

13

35%

report changing jobs

in the past three

years

are searching for

new jobs or

watching for

openings

51%

of employees

strongly agree that

their manager is

good at helping them

set

work priorities

26%

of employees clearly

know what is

expected of them at

work

50%

GALLUP ANALYTICS


The Majority of Employees Are Indifferent About Their Work and Workplace

14

21% of employees strongly agree that their performance is managed in a way that motivates

them to do outstanding work.

33% of employees are engaged in their work.

18% of employees strongly agree that employees who perform better grow faster at

their organization.


22% of employees strongly agree that the leadership of their organization has a clear

direction for the organization.

15% of employees strongly agree that the leadership of their organization makes

them enthusiastic about the future.

13% of employees strongly agree that the leadership of their organization

communicates effectively with the rest of the organization.

An Urgent Need for Leadership Action

15


“While workplaces are changing, the foundational elements that engage employees to get work done have not changed. What needs to shift is how we

manage these elements.”

Jim Harter, Ph.D.

Chief Scientist of Workplace Management


• The Q12 elements sort high-performing teams from

low-performing teams and consistently link to

business outcomes.

• The elements comprehensively capture the most

important information.

• The elements are actionable for managers and

their employees.

Gallup routinely validates

the relationship between

engagement and performance

27 million responses

195 countries

70 languages

18

Q12®: Backed by Research


Higher Engagement Leads to Better Performance Outcomes

20

41%LOWER

Absenteeism

24%LOWER

Turnover

(High-Turnover

Organizations)

59%LOWER

Turnover

(Low-Turnover

Organizations)

28%LESS

Shrinkage

70%FEWER

Employee

Safety

Incidents

58%FEWER

Patient Safety

Incidents

40%FEWER

Quality

Incidents

(Defects)

20%HIGHER

Sales

When compared with business units in the bottom quartile of engagement, those in the top quartile realize improvements in

the following areas:


10%HIGHER

Customer Metrics

17%HIGHER

Productivity

21% HIGHER

Profitability


Doubling Engagement Is

Possible

Global

Workforce

15%Engaged

U.S.

Workforce

Engaged33%

Engaged

World’s Best

Organizations

70%

21


What do you think

employees need that

they are not getting?


The Changing Global Workplace

My Paycheck

My Satisfaction

My Boss

My Annual Review

My Weaknesses

My Job

TODAY IN THE FUTURE

18

My Purpose

My Development

My Coach

My Ongoing Conversations

My Strengths

My Life

My Boss My Coach


Coach Your Team

• Five Conversations That Drive Performance

24

Ongoing Coaching Conversations should be frequent, focused, and future-oriented.

Conversations should address expectations, successes and barriers.

Establish Expectations Continually Coach Create Accountability

1 2 3 4 5CULTIVATING INDIVIDUALIZED DEVELOPMENT

Role and

Relationship

Orientation

Quick

ConnectCheck-In Developmental

CoachingProgress

Review


Q&A

state of the american workplace - rmel

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