Dear HR’s Can someone discuss & brief about Q-12 engagement in financial sectors rgds :!: :!:
From India, Madras
1From India, Madras
Hi Senthil,
Q-12 is all about employee engagement and is not industry specific. I would suggest that you read the book "First Break All The Rules" . I am appending part of the article here. For the complete article refer http://www.themanager.org/HR/Book_Rules.htm
Book Summary: First, Break All The Rules
This article is based on the following book:
First, Break All The Rules
‘What The World’s Greatest Managers Do Differently’
By Marcus Buckingham & Curt Coffman
Simon & Schuster, 271 pages
Based on a mammoth research study conducted by the Gallup Organization involving
80,000 managers across different industries, this book explores the challenge of
many companies - attaining, keeping and measuring employee satisfaction. Discover
how great managers attract, hire, focus, and keep their most talented employees!
Key Ideas:
1. The best managers reject conventional wisdom.
2. The best managers treat every employee as an individual.
3. The best managers never try to fix weaknesses; instead they focus on strengths
1. and talent.
4. The best managers know they are on stage everyday. They know their people are
2. watching every move they make.
5. Measuring employee satisfaction is vital information for your investors.
6. People leave their immediate managers, not the companies they work for.
7. The best managers are those that build a work environment where the employees
3. answer positively to these 12 Questions:
Do I know what is expected of me at work?
Do I have the materials and equipment I need to do my work right?
At work, do I have the opportunity to do what I do best everyday?
In the last seven days, have I received recognition or praise for doing good work?
Does my supervisor or someone at work seem to care about me as a person?
Is there someone at work who encourages my development?
At work, do my opinions seem to count?
Does the mission/purpose of my company make me feel my job is important?
Are my co-workers committed to doing quality work?
Do I have a best friend at work?
In the last six months, has someone at work talked to me about my progress?
This last year, have I had the opportunity at work to learn and grow?
The Gallup study showed that those companies that reflected positive responses to the
12 questions profited more, were more productive as business units, retained more
employees per year, and satisfied more customers.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
By: Regine P. Azurin and Yvette Pantilla
http://www.bizsum.com/freearticle.htm
"A Lot Of Great Books....Too Little Time To Read"
Free Book Summaries Of Latest Bestsellers and More!
Mailto:
BusinessSummaries is a BusinessSummaries.com service.
(c) Copyright 2001, BusinessSummaries.com
In case of further clarification, feel free to write.
Warm Regards,
Anuradha Zingade
From India, Pune
Q-12 is all about employee engagement and is not industry specific. I would suggest that you read the book "First Break All The Rules" . I am appending part of the article here. For the complete article refer http://www.themanager.org/HR/Book_Rules.htm
Book Summary: First, Break All The Rules
This article is based on the following book:
First, Break All The Rules
‘What The World’s Greatest Managers Do Differently’
By Marcus Buckingham & Curt Coffman
Simon & Schuster, 271 pages
Based on a mammoth research study conducted by the Gallup Organization involving
80,000 managers across different industries, this book explores the challenge of
many companies - attaining, keeping and measuring employee satisfaction. Discover
how great managers attract, hire, focus, and keep their most talented employees!
Key Ideas:
1. The best managers reject conventional wisdom.
2. The best managers treat every employee as an individual.
3. The best managers never try to fix weaknesses; instead they focus on strengths
1. and talent.
4. The best managers know they are on stage everyday. They know their people are
2. watching every move they make.
5. Measuring employee satisfaction is vital information for your investors.
6. People leave their immediate managers, not the companies they work for.
7. The best managers are those that build a work environment where the employees
3. answer positively to these 12 Questions:
Do I know what is expected of me at work?
Do I have the materials and equipment I need to do my work right?
At work, do I have the opportunity to do what I do best everyday?
In the last seven days, have I received recognition or praise for doing good work?
Does my supervisor or someone at work seem to care about me as a person?
Is there someone at work who encourages my development?
At work, do my opinions seem to count?
Does the mission/purpose of my company make me feel my job is important?
Are my co-workers committed to doing quality work?
Do I have a best friend at work?
In the last six months, has someone at work talked to me about my progress?
This last year, have I had the opportunity at work to learn and grow?
The Gallup study showed that those companies that reflected positive responses to the
12 questions profited more, were more productive as business units, retained more
employees per year, and satisfied more customers.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
By: Regine P. Azurin and Yvette Pantilla
http://www.bizsum.com/freearticle.htm
"A Lot Of Great Books....Too Little Time To Read"
Free Book Summaries Of Latest Bestsellers and More!
Mailto:
BusinessSummaries is a BusinessSummaries.com service.
(c) Copyright 2001, BusinessSummaries.com
In case of further clarification, feel free to write.
Warm Regards,
Anuradha Zingade
From India, Pune
Hi,
Actually this type of topic i came to know in my newly joined organisation.... I too not fully aware of this. This is the questionare filled by the staff's in the organisaton. It contains, What they feel about the organisation, How they involving themselves in the workplace, How to develop employee relation etc.,
If someone knows more about this....Pls. come out with your views which can help me out.......
rgds :D :D :D
From India, Madras
Actually this type of topic i came to know in my newly joined organisation.... I too not fully aware of this. This is the questionare filled by the staff's in the organisaton. It contains, What they feel about the organisation, How they involving themselves in the workplace, How to develop employee relation etc.,
If someone knows more about this....Pls. come out with your views which can help me out.......
rgds :D :D :D
From India, Madras
Hi,
I would still recommend that you read the book mentioned. Employee engagement activities should not be restricted just to the stage of questionnaire, but after the analysis is done - remedial action should be taken holistically to ensure that all the 12 questions are answered satisfactory when the survey is conducted again.
As it is mentioned in the book, an employee leaves because of the manager and not the because of the organisation.
i would recommend that you utilise this opportunity to bring about a sea-change in your organization if the results after analysis are not satisfactory.
Warm Regards,
Anuradha Zingade
From India, Pune
I would still recommend that you read the book mentioned. Employee engagement activities should not be restricted just to the stage of questionnaire, but after the analysis is done - remedial action should be taken holistically to ensure that all the 12 questions are answered satisfactory when the survey is conducted again.
As it is mentioned in the book, an employee leaves because of the manager and not the because of the organisation.
i would recommend that you utilise this opportunity to bring about a sea-change in your organization if the results after analysis are not satisfactory.
Warm Regards,
Anuradha Zingade
From India, Pune
dear all,
some more information from my collection on Q. 12. I am unable to recollect the source.
regards
gervase
Q - 12
"The positive effect of feedback on performance has become one of the most widely accepted principles in psychology," write professors Angelo S. DeNisi and Avraham N. Kluger in the February 2000 issue of The Academy of Management Executive. No surprise then that feedback gathering, whether in the form of 360-degree evaluations, employee opinion polls or numeric "voting" pads at large executive gatherings, has spread like kudzu across the corporate landscape.
But there is a dangerous flaw in much feedback methodology. An analysis by the two professors of 131 studies on feedback effectiveness found that "in more than a third of the cases where it was possible to assess the effectiveness of feedback, providing feedback actually hurt subsequent performance." Poor design and participation are obvious culprits, but the biggest source of failure in the feedback effort is surely that employees' volunteered inputs unaccountably evaporate. The individual has his or her moment of self-expression, a fleeting participation in the great collective search for truth, then silence, nada, frustration as the status quo prevails.
Five years ago The Gallup Organization decided to create a better feedback process for employers large and small: an opinion-based tool that would both release and direct the powers of feedback. The primary goal was to identify and measure the elements of worker engagement that are most powerfully linked to improved business outcomes -- be they sales growth, productivity, customer loyalty, and so forth -- and the generation of value.
To identify the elements of worker engagement, Gallup conducted hundreds of focus groups and many thousands of worker interviews in all kinds of organizations, at all levels, in most industries and in many countries. From these inquiries researchers pinpointed, out of hundreds of variables, 12 key employee expectations that, when satisfied, form the foundation of strong feelings of engagement. The result was a 12-question survey in which employees are asked to rate their response to each question on a scale of one to five.
These are Gallup's 12 questions (Q12):
· Do you know what is expected of you at work?
· Do you have the materials and equipment you need to do your work right?
· At work, do you have the opportunity to do what you do best every day?
· In the last seven days, have you received recognition or praise for doing good work?
· Does your supervisor, or someone at work, seem to care about you as a person?
· Is there someone at work who encourages your development?
· At work, do your opinions seem to count?
· Does the mission/purpose of your company make you feel your job is important?
· Are your associates (fellow employees) committed to doing quality work?
· Do you have a best friend at work?
· In the last six months, has someone at work talked to you about your progress?
· In the last year, have you had opportunities at work to learn and grow?
Results have shown a strong link between high survey scores and worker performance. That, Gallup research shows, is linked to business outcomes. (See "Taking Feedback to the Bottom Line" in "See Also" to see how the link is established). Thus from the employer's standpoint, addressing the issues that boost worker engagement is a logical pathway to higher profits. Of course, this correlation is not new. It has been discussed in general terms by managers for decades. The Gallup method differs by creating a methodology that bridges the "soft" values that pertain to worker morale and employee engagement, such as recognition and desire to contribute, with "hard" and measurable outcomes.
The 12 engagement questions are answered by employees on a scale of one to five, based on their weak or strong agreement. But the Q12 process (companies that use the process devise their own internal term for it) is far more than a baseline litmus test of the degree of existing worker engagement. It deploys a feedback methodology for improving engagement by creating a factual base for discussion and debate of the causes behind the numbers. It yields actionable input from staff and managers for changes in attitude, conduct, policies and processes. Follow-up surveys over the years track long-term progress -- or backsliding -- on the 12 questions, each time releasing another wave of feedback. And because the terms of discussion are always grounded in data, the energy and the truths of this feedback do not evaporate unheeded but, to the contrary, foster positive change in the work arena.
In recent years this tool has been used by more than 87,000 divisions or work units within corporations, and approximately 1.5 million employees have participated. For companies that were able to provide data across units, comparisons of engagement scores reveal that those with high Q12 scores have also experienced lower turnover, higher sales growth, better productivity, better customer loyalty or other manifestations of superior performance. Dozens of managers and employees from four companies that have adopted and gotten results from Q12 -- International Paper, Swissôtel, B&Q (a U.K. retailer of do-it-yourself and gardening supplies) and Best Buy, the electronics retail chain -- have offered insights and observations for this story. The number of employees involved in the Q12 interventions detailed here was large, more than 20,000 at B&Q alone.
From India, Gurgaon
some more information from my collection on Q. 12. I am unable to recollect the source.
regards
gervase
Q - 12
"The positive effect of feedback on performance has become one of the most widely accepted principles in psychology," write professors Angelo S. DeNisi and Avraham N. Kluger in the February 2000 issue of The Academy of Management Executive. No surprise then that feedback gathering, whether in the form of 360-degree evaluations, employee opinion polls or numeric "voting" pads at large executive gatherings, has spread like kudzu across the corporate landscape.
But there is a dangerous flaw in much feedback methodology. An analysis by the two professors of 131 studies on feedback effectiveness found that "in more than a third of the cases where it was possible to assess the effectiveness of feedback, providing feedback actually hurt subsequent performance." Poor design and participation are obvious culprits, but the biggest source of failure in the feedback effort is surely that employees' volunteered inputs unaccountably evaporate. The individual has his or her moment of self-expression, a fleeting participation in the great collective search for truth, then silence, nada, frustration as the status quo prevails.
Five years ago The Gallup Organization decided to create a better feedback process for employers large and small: an opinion-based tool that would both release and direct the powers of feedback. The primary goal was to identify and measure the elements of worker engagement that are most powerfully linked to improved business outcomes -- be they sales growth, productivity, customer loyalty, and so forth -- and the generation of value.
To identify the elements of worker engagement, Gallup conducted hundreds of focus groups and many thousands of worker interviews in all kinds of organizations, at all levels, in most industries and in many countries. From these inquiries researchers pinpointed, out of hundreds of variables, 12 key employee expectations that, when satisfied, form the foundation of strong feelings of engagement. The result was a 12-question survey in which employees are asked to rate their response to each question on a scale of one to five.
These are Gallup's 12 questions (Q12):
· Do you know what is expected of you at work?
· Do you have the materials and equipment you need to do your work right?
· At work, do you have the opportunity to do what you do best every day?
· In the last seven days, have you received recognition or praise for doing good work?
· Does your supervisor, or someone at work, seem to care about you as a person?
· Is there someone at work who encourages your development?
· At work, do your opinions seem to count?
· Does the mission/purpose of your company make you feel your job is important?
· Are your associates (fellow employees) committed to doing quality work?
· Do you have a best friend at work?
· In the last six months, has someone at work talked to you about your progress?
· In the last year, have you had opportunities at work to learn and grow?
Results have shown a strong link between high survey scores and worker performance. That, Gallup research shows, is linked to business outcomes. (See "Taking Feedback to the Bottom Line" in "See Also" to see how the link is established). Thus from the employer's standpoint, addressing the issues that boost worker engagement is a logical pathway to higher profits. Of course, this correlation is not new. It has been discussed in general terms by managers for decades. The Gallup method differs by creating a methodology that bridges the "soft" values that pertain to worker morale and employee engagement, such as recognition and desire to contribute, with "hard" and measurable outcomes.
The 12 engagement questions are answered by employees on a scale of one to five, based on their weak or strong agreement. But the Q12 process (companies that use the process devise their own internal term for it) is far more than a baseline litmus test of the degree of existing worker engagement. It deploys a feedback methodology for improving engagement by creating a factual base for discussion and debate of the causes behind the numbers. It yields actionable input from staff and managers for changes in attitude, conduct, policies and processes. Follow-up surveys over the years track long-term progress -- or backsliding -- on the 12 questions, each time releasing another wave of feedback. And because the terms of discussion are always grounded in data, the energy and the truths of this feedback do not evaporate unheeded but, to the contrary, foster positive change in the work arena.
In recent years this tool has been used by more than 87,000 divisions or work units within corporations, and approximately 1.5 million employees have participated. For companies that were able to provide data across units, comparisons of engagement scores reveal that those with high Q12 scores have also experienced lower turnover, higher sales growth, better productivity, better customer loyalty or other manifestations of superior performance. Dozens of managers and employees from four companies that have adopted and gotten results from Q12 -- International Paper, Swissôtel, B&Q (a U.K. retailer of do-it-yourself and gardening supplies) and Best Buy, the electronics retail chain -- have offered insights and observations for this story. The number of employees involved in the Q12 interventions detailed here was large, more than 20,000 at B&Q alone.
From India, Gurgaon
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PP-Vol-53 Employee engagement- hr - mktg.pdf