BUILDING A GREAT PLACE TO WORK & LEARN PRINCIPAL SESSIONS FOR PASCO COUNTY February 2015 JerLene Mosley, Senior Consultant Individualization – Communication – Activator – Positivity - Woo

COPYRIGHT STANDARDS This document contains proprietary research, copyrighted materials, and literary property of Gallup, Inc. It is for the guidance of your company only and is not to be copied, quoted, published, or divulged to others outside of your organization. Gallup ® and Q 12 ® are trademarks of Gallup, Inc. All other trademarks are the property of their respective owners. This document is of great value to both your organization and Gallup, Inc. Accordingly, international and domestic laws and penalties guaranteeing patent, copyright, trademark, and trade secret protection protect the ideas, concepts, and recommendations related within this document. No changes may be made to this document without the express written permission of Gallup, Inc. Copyright © 2013 Gallup, Inc. All rights reserved. 3

Understand employee engagement concepts and results report components, and be able to explain both to your teams. Brainstorm and discuss alternatives for providing feedback and improvement planning for employees. Share best-practice engagement builders and resources. 4 SESSION OBJECTIVES Copyright © 2013 Gallup, Inc. All rights reserved.

Name you like to be called Your school or team Describe one of your BEST MOMENTS AT WORK What question do you bring? 5 FOCUS ON YOU Copyright © 2012 Gallup, Inc. All rights reserved.

Copyright © 2013 Gallup, Inc. All rights reserved.

7 ENGAGEMENT IS: INVOLVEMENT AND ENTHUSIASM FOR WORK Copyright © 2014 Gallup, Inc. All rights reserved.

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WHAT DOES ENGAGEMENT LOOK LIKE? 9 We are 100% psychologically committed to the job. We know the scope of our jobs and look for new and better ways to achieve outcomes. We are more productive. We work more efficiently. We are safer. We are more likely to show up. We are more likely to stay. Copyright © 2014 Gallup, Inc. All rights reserved.

10 THE 12 ITEMS THAT MEASURE EMPLOYEE ENGAGEMENT Copyright © 2014 Gallup, Inc. All rights reserved. EMPLOYEE’S NEEDS Knowing What’s ExpectedFocus Me Materials and EquipmentFree Me From Unnecessary Stress Opportunity to Do BestKnow Me Recognition and PraiseHelp Me See My Value Someone at Work CaresCare About Me Someone at Work Encourages DevelopmentHelp Me Grow Opinions CountHear Me Connection to the Company MissionHelp Me See My Importance Committed to Quality WorkHelp Me Feel Proud Best Friend at WorkHelp Me Build Trust Talking About ProgressHelp Me Review My Contribution Opportunities to Learn and GrowChallenge Me

FIND ANOTHER PERSON IN THE ROOM AND ASK EACH OTHER THESE QUESTIONS….. Which Q12 item is most important to you for your own work engagement? Why? 11

GALLUP ENGAGEMENT HIERARCHY Q12. Opportunities to learn and grow Q11. Progress in last six months Q10. I have a best friend at work Q9. Coworkers committed to quality Q8. Mission/Purpose of organization Q7. At work, my opinions seem to count Q6. Someone encourages my development Q5. Supervisor/Someone at work cares Q4. Recognition last seven days Q3. Do what I do best every day Q2. I have materials and equipment Q1. I know what is expected of me at work Q 12 ® Engagement Items: Teamwork Leadership Support Basic Needs Growth What do I get? What do I give? Do I belong? How can we grow? 12 Copyright © , 2012 Gallup, Inc. All rights reserved.

Historical database since 1996: – 27 million employees – 1,125 clients – 71 languages – 195 countries Comparative database — 2014 rolling, most recent three years: – 7.2 million respondents – 919,000 work groups – 297 clients – 175 countries – 59 languages – 14 major industry benchmarks 13 DATABASE COMPARISONS Copyright © 2012 Gallup, Inc. All rights reserved.

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THREE GROUPS OF EMPLOYEES Engaged Employee Actively Disengaged Employee Not Engaged Employee “I love this job!” “Will this day ever end?” “I’m kind of busy.” 16 Copyright © 2014 Gallup, Inc. All rights reserved.

BY USING RESPONSES TO THE Q 12 ® ITEMS, GALLUP CAN CATEGORIZE EMPLOYEES INTO THREE TYPES: Engaged – These employees are loyal and psychologically committed to the organization. They are more productive, more likely to stay with their organization for at least a year, less likely to have accidents on the job, and less likely to steal from their organization. These employees have most of their performance-related workplace needs met. Not Engaged – These employees may be productive, but they are not psychologically connected to their organization. They are more likely to miss workdays and more likely to leave their organization. These employees have some of their performance-related 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. 17

Q 12 ® SURVEY TERMINOLOGY Engagement Index — engaged, not engaged, actively disengaged Mean — average of responses for an item on a 5-point scale GrandMean — the average of all 12 items’ means on a 5-point scale, with 5 being the high Percent of “5s” or Top Box — the percentage of respondents who chose the highest response, “strongly agree,” to an item Distribution — percentage of participants who gave each item a 1, 2, 3, 4, or 5 Gallup’s 2013 Q 12 Overall Database — comparison database of all Q 12 clients over a three-year period ( ) with more than 7.8 million respondents 18 Copyright © 2012 Gallup, Inc. All rights reserved.

Field Period: Oct. 24 through Nov. 7, 2014 – Web methodology 2013 Response Rate: 79% 2014 Response Rate: 70% – 6,481 of 9,299 eligible employees responded Baseline year included two administrations (November 2013 and January 2014) Fall 2014 survey was a census – interpret trends with caution DSBPC 2014 METHODOLOGY & RESPONSE RATE Copyright © 2013 Gallup, Inc. All rights reserved. 19

DSBPC ENGAGEMENT INDEX Engaged Not Engaged Actively Disengaged Ratio of Engaged to Actively Disengaged 1.58:1 2.71:1 1.24:1 2.00:1 Copyright © 2013 Gallup, Inc. All rights reserved. 20

DSBPC DISTRIBUTION OF 2014 Q 12 ® RESULTS Learn & Grow Progress Best Friend Quality Mission Opinions Development Cares Recognition Do Best Materials Expectations %1s%2s%3s%4s%5s Item Rating (n = 6,481) mean ∆ YOY means Copyright © , 2013 Gallup, Inc. All rights reserved. 21

22 ENGAGEMENT ACROSS LENGTH OF SERVICE Copyright © , 2012 Gallup, Inc. All rights reserved. Note: Percentiles based on Gallup’s 2014 Q¹² Overall Workgroup-Level Database

23 GAINING DISCRETIONARY EFFORT Copyright © 2013 Gallup, Inc. All rights reserved. Kyrene School District Executive Presentation (1/2013) What are the characteristics of discretionary effort?

Employee engagement (pages 2-3): What was your school’s GrandMean? How does this year’s feedback compare to last year? What items changed the most from last year? What is your reaction to these results? Student hope, engagement, and well-being (pages 4-6): What observations do you have about the student survey results? How does this year’s feedback compare to last year? What items changed the most from last year? What is your reaction to these results? 24 REVIEW YOUR SCHOOL’S SCORECARD AND CONSIDER THE FOLLOWING: YOUR SCHOOL’S ENGAGEMENT STORY Copyright © 2014 Gallup, Inc. All rights reserved.

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DRIVING ENGAGEMENT: FOUR STAGES OF IMPACT PLANNING 26 DiscussSelectPlan Follow Up

PLAN Create written plan of action for each Q 12 item selected Actions should be within team control Each action should be “owned” by someone on team SELECT Focus on first 6 items Consider all factors not reflected in scores Consider focusing on strengths and opportunities Select a reasonable number of items to work on Impact Planning DISCUSS Q 12 Items Data results STEP 1 STEP 2 STEP 3 STEP 4 FOLLOW-UP Review completion/ impact of action plan Make changes or additions 27 Copyright © 2011 Gallup, Inc. All rights reserved.

Do results on any of these items surprise you? What were you thinking when you answered this particular item? Do the results reflect how you feel now? What would a “5” look like on this particular item? What are we doing that makes this a strong or weak result? What does our work unit need to do to improve on this item? 28 QUESTIONS TO ASK WHEN SHARING RESULTS Copyright © 2014 Gallup, Inc. All rights reserved.

Build trust – Share and discuss your team’s scorecard Demonstrate compassion – Ask questions – Listen – Select what’s important to your team Create stability & hope for the future – Make a plan – Share responsibility 29 WORKGROUP FEEDBACK AND ACTION PLANNING

30 NEXT STEPS How will you share the employee engagement information with employees in your school? What actions will you take to keep the school focused on employee engagement? Copyright © 2011 Gallup, Inc. All rights reserved.

MAKE ENGAGEMENT PERSONAL: ONE-ON-ONE CONVERSATIONS Which of the Q 12 ® items is most important to you and why? Is there anything getting in the way of your engagement around that item? What can I do as a leader to help reduce the barrier(s)? What can you do for yourself to help reduce the barrier(s)? What does success look like? 31

FOCUS ME Q1: I KNOW WHAT IS EXPECTED OF ME AT WORK. Ask Yourself How do I measure the basic expectations of my faculty or staff? What do I hope for beyond the basics? How often do I communicate expectations? How do I let people know what I expect? What questions do my staff come to me with regarding expectations? What metrics do I pay attention to regarding my school’s performance? How do I measure my own success? Ask Your Team What goals are you most excited about? How do you know if you are doing a good job? How do you determine your priorities? What does our team promise to our students? How do your individual or classroom goals contribute to this? What do you believe you are paid to do? How often should we talk about our goals? Copyright © , 2014 Gallup, Inc. All rights reserved. Jump-Start for Action Meet individually with staff to review goals and measurement. Begin regular meetings sharing what each person has been focusing most of his/her energy on lately. Ask staff members to share what they believe each other are paid to do. Create a rolling update of team goals where all people can see. Consider connecting individual performance goals to student goals. “This seems like it should be an easy question, but when I asked my staff what they thought the community paid them for, I realized when it comes to priorities, we weren’t on the same page. I encouraged them to be clearer than they think they need to be with their peers about what they’re focusing on, why it’s important, and how it leads to our school goals.” “ My AP takes care to make sure that we know where we’re heading and that it aligns with where he thinks we should be heading, and then I think he lets us go but just has check points along the way, so it's definitely not a twenty-page plan.” “It's not so much the ‘what’ that’s the difficult bit for me, because trying to explain what our objectives are is actually quite simple. It's the ‘how’ bit. And I find just to talk about the objectives and then how the team are actually going to bring that to life so that they’ve got a stake in some of the actions that they want to follow through on.” “Part of our role as principal is to take the pure chaos that's going on in the district and filter that out. … We're doing way too many activities, we change our minds constantly, but we're a buffer that can buffer our team from that, and we can try to provide focus and context of why we're doing certain things. And leave out some of the ugly details …” “What can success sound like?”

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34 ENGAGEMENT INCREASES with repeated administrations of the Q 12 employee engagement survey. Teams who have intentional discussions and take simple actions to build engagement realize the biggest gains.

STRENGTHS AWARENESS: THE 34 TALENT THEMES Achiever Analytical Command Connectedness Deliberative Empathy Harmony Individualization Learner Relator Self-Assurance Woo Activator Arranger Communication Consistency Developer Focus Ideation Input Maximizer Responsibility Significance Adaptability Belief Competition Context Discipline Futuristic Includer Intellection Positivity Restorative Strategic 35

ANY QUESTIONS? 36 Copyright © 2014 Gallup, Inc. All rights reserved.

37 TAKEAWAYS, QUESTIONS, & NEXT STEPS