GallupQ12® Survey
Un’analisi per capire il grado di
coinvolgimento dei collaboratori: https://www.gallup.com/q12/
00. How satisfied are you with your company as a place to work?
01. I know what is expected of me at work.
Why It’s Important
Clear expectations are the most basic and fundamental employee need. Employees who strongly agree that their job description aligns with the work they do are 2.5 times more likely than other employees to be engaged.
Employees need to grasp the fundamentals of their work, which are not limited to their job description. In many cases, employees are held accountable for work that doesn’t match their job description, which can confuse and frustrate them as they try to do their job and make decisions every day.
What the Numbers Say
Globally, one in two employees strongly agree that they know what is expected of them at work. By increasing that ratio to eight in 10, organizations could realize a 22% reduction in turnover, a 29% reduction in safety incidents and a 10% increase in productivity.
What the Best Managers Do
The greatest pitfall of the first element is that managers assume the simplicity of the statement means they have a simple solution when their employees disagree with this element: “If people don’t know what’s expected, I’ll just tell them.” But helping employees understand what their manager and organization expect from them requires much more than just telling them what to do.
The most effective managers define and discuss the explicit and implicit expectations for each employee. They paint a picture of outstanding performance and help employees recognize how their work leads to the success of their coworkers, their business area and the entire organization.
02. I have the materials and equipment I need to do my work right.
Why It’s Important
Of the 12 elements, a person having the materials and equipment to do their work well is the strongest indicator of job stress.
Despite the functional nature of this statement, this element measures both physical resource needs and potential barriers between the employer and employee. Employees get frustrated with their manager or organization for creating goals and expectations that seem impossible to achieve.
What the Numbers Say
Globally, one in three employees strongly agree that they have the materials and equipment they need to do their work right. By doubling that ratio, organizations could realize an 11% increase in profitability, a 35% reduction in safety incidents and a 28% improvement in quality.
What the Best Managers Do
“Materials and equipment” is not just a checklist of tools. It includes the tangible and intangible resources employees need to do their job. In today’s workforce, information and empowerment are often as necessary as technology and office supplies.
The most effective managers don’t assume what their team needs. They ask for and listen to their employees’ needs and advocate for those needs when necessary. They also find ways to make the most of their team’s ingenuity and talents when they cannot fully fund requests.
03. At work, I have the opportunity to do what I do best every day.
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