1. EMPLOYEE ENGAGEMENT (Gallup Q12)
Prepared by:
Emad Ali Bu-Khamseen
Architectural Engineer – QC Supervisor
Sahara Toastmasters Club
Khobar – Saudi Arabia
04 October 2010

2. Outline Introduction Gallup Q12 Employee Engagement Case Study
Engaged Employees
Not-Engaged Employees
Actively-Disengaged Employees
Case Study
Conclusion

3. Introduction

4. Introduction
The Employee Engagement Index is a study based on a survey conducted by Gallup Consulting Office
More than 30 million employees have participated in this study
This study is also known as Gallup Q12

5. Introduction After this presentation, you will be able to:
(…Continued)
After this presentation, you will be able to:
Categorize yourself (or your colleagues) according to your engagement level at work
Categorize your employees, if you are in a leading position

6. Gallup Q12

7. Gallup Q12
The survey was conducted by asking the employees 12 questions (as in the following slides)
Each question evaluates an issue that affects the employee engagement level (as indicated after each question)

8. Gallup Q12 Do you know what is expected of you at work? (objectives)
(…Continued)
Do you know what is expected of you at work? (objectives)
Do you have the materials and equipment to do your work right? (resources)
At work, do you have the opportunity to do what you do best every day? (utilizing your potentials)

9. Gallup Q12
(…Continued)
In the last seven days, have you received recognition or praise for doing good work? (encouragement)
Does your supervisor, or someone at work, seem to care about you as a person? (personal relations)

10. Gallup Q12
(…Continued)
Is there someone at work who encourages your development? (encouraged to improve yourself)
At work, do your opinions seem to count? (encouraged to participate in improving the company)

11. Gallup Q12
(…Continued)
Does the mission/purpose of your company make you feel your job is important? (mission of company matches with your personal mission)
Are your associates (fellow employees) committed to doing quality work?(quality work partners)

12. Gallup Q12 Do you have a best friend at work? (you like your partners)
(…Continued)
Do you have a best friend at work? (you like your partners)
In the last six months, has someone at work talked to you about your progress? (career path)
In the last year, have you had opportunities to learn and grow? (personal development)

13. Employee Engagement

14. Employee Engagement
According to the answers of the previous questions (on a scale of 1 to 5), we can categorize people into one of three:
Engaged Employees
Not-Engaged Employees
Actively-Disengaged Employees

15. Engaged Employees They work with passion
They feel a profound connection to their company
They drive innovation in the organization
They move the organization forward

16. Not-Engaged Employees
They are sleepwalking through their workday
They are putting in time, but not enough energy into their work
They might do the minimum required work… no creativity, no initiative
They don’t have enough real passion

17. Actively-Disengaged Employees
They are unhappy at work
They’re busy acting out their unhappiness
Every day, these workers undermine what their engaged co-workers accomplish
Always they have excuse to run away from work
Always spreading negative energy

18. Results of The Study

19. Results of The Study
How much do you think is the percentage of each type in general?
How much do you think is the percentage of each type in your company, specifically?

20. Not-Engaged Employees
Results of The Study
(…Continued)
Actively-Disengaged
Employees
Engaged Employees
? %
? %
? %
Not-Engaged Employees

21. Not-Engaged Employees
Results of The Study
(…Continued)
Actively-Disengaged
Employees
Engaged Employees
17 %
29 %
54 %
Not-Engaged Employees

22. Results of The Study It’s important to know the following:
(…Continued)
It’s important to know the following:
Leaders and managers cause their employees to become Not-Engaged or Actively-Disengaged Employees, by mistreating them and/or not giving them their rights
Leaders and managers cause their employees to become Engaged Employees by respecting them and giving them the opportunity to learn and grow

23. Results of The Study
(…Continued)
Only few employees are Engaged, Not-Engaged , or Actively-Disengaged by nature
Other factors (mental, financial, family… etc.) may temporarily affect the employee engagement level

24. Case Study

25. Case Study
As an example, allow me to share my personal experience with you:
In my previous job in a reputed company, I was excited and completely Engaged in my job
After two years at work, I didn’t get my promotion
Suddenly, the company decided to remove the family medical insurance

26. Case Study
(…Continued)
No chance to do your best, no chance to grow… even no chance to make suggestions or bring up new ideas
I became Not-Engaged Employee
When I complained, no one listened… And after few months, I became Actively- Disengaged Employee

27. Case Study
(…Continued)
I decided that I deserve better than this; and that the problem is with the company, not with me. I decided to quit…
In my new job, I was surprised with the new positive environment. I became excited and Engaged Employee again, even more than before

28. Conclusion

29. Conclusion
There are three types of employees, based on their engagement level at work:
Engaged Employees
Not-Engaged Employees
Actively-Disengaged Employees

30. Conclusion
(…Continued)
71% of the workforce (Not-Engaged plus Actively-Disengaged Employees) are either under performing or actively undermining their colleagues’ work
Only 29 % of the employees are responsible, and taking almost all the work on their heads

31. Conclusion
(…Continued)
Managers play main role in defining the engagement level of their employees
Don’t accept to be disengaged. Try to solve the problems, whether they are inside you or inside your company, even if you have to change your job

32. Conclusion In which category do you put yourself? Engaged Employees
(…Continued)
In which category do you put yourself?
Engaged Employees
Not-Engaged Employees
Actively-Disengaged Employees

33. References

34. References
12: The Elements of Great Managing by Rodd Wagner and Ph.D. James K. Harter
Q12® Meta-Analysis

35. Sahara Toastmasters Club
“Excellence Through Continuous Improvement”
Join our weekly meeting on every 7:00 pm – 9:00 pm
Khobar - Saudi Arabia
To attend as a guest or to become a member, please call

36. Thank You Emad Ali Bu-Khamseen Please send your comments to:
This presentation is copyright-free
Please pass it to all your friends and colleagues
Please send your comments to:
Emad Ali Bu-Khamseen
Mobile (+966)
Dammam – Saudi Arabia