Q Survey Implementation Guide

Q SURVEY
12®
IMPLEMENTATION
GUIDE
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Q 12® SURVEY IMPLEMENTATION GUIDE
TABLE OF CONTENTS
Using This Guide
Setting Up the Gallup Q12 Survey
Naming Your Gallup Q12 Survey
Defining Your Group Reports
Selecting Your Gallup Q12 Survey Dates
Communicating About the Gallup Q12 Survey and Employee Engagement
How to Communicate About the Gallup Q12 Survey and Employee Engagement
Achieving High Gallup Q12 Survey Participation Rates
Using Your Gallup Q12 Survey Results to Start the Right Conversations
Making Sense of Your Gallup Q12 Survey Results
Conducting a State of the Team Conversation
The Role of the Manager in the Q12 Journey
Conducting Engaging Conversations for Individuals and Teams
Keeping Employee Engagement Alive
Copyright © 2013 Gallup, Inc. All rights reserved.

USING THIS GUIDE

Using Gallup’s Q12 survey to listen to your employees is the first step in your company’s quest for higher employee
engagement. To succeed on your journey, Gallup is putting all the right tools in your hands.
This guide is designed to provide the information you need for:
1. Setting Up the Gallup Q12 Survey
2. Communicating About the Gallup Q12 Survey and Employee Engagement
3. Using Your Gallup Q12 Survey Results to Start the Right Conversations
To achieve transformational change, you need to do more than listen. You must also learn how to apply the
Gallup Q12 survey results to lead your team to improved performance. From survey setup to starting engagement
conversations with employees, this guide will help.
AUDIENCE FOR THIS GUIDE

Survey administrators, company leaders, and managers will all benefit from the information in this guide. From
setting up the survey to understanding what to do after the survey, this guide provides tools and best practices for
every step of the journey.
Read and understand the entire guide before launching the Gallup Q12 survey. If you are an administrator
coordinating the survey, make this guide available to company leaders and managers. The insights the guide
provides will be invaluable to leaders overseeing the Q12 journey and to managers as they use the survey results to
engage their teams.
1
AT A GLANCE NAMING YOUR GALLUP Q12 SURVEY
Make your survey name:
IMPORTANCE
•• specific
Naming your survey is an important part of the survey setup process. The name
•• informative
you select will appear in three instances that can influence the effectiveness of your
•• clear efforts to engage employees:
Example: 1. When it is time to invite employees to take the survey (invitation).

[Company Name]
2. When it is time to review and use the results after the Gallup Q12 survey is
Employee Engagement
complete (survey reports).
Survey, Fall 2013
3. When it is time to measure engagement again (past results).
GUIDELINES
Consider the following suggestions for creating an effective survey name.
1. The title should make sense to your employees. The title should be
specific, concise, and use terms that your employees will easily understand.
It should also make sense in the three contexts noted previously (invitation,
survey reports, and past results).
2. Use terms that allow for easy keyword searches. Make sure that your
employees can easily remember the title of the survey and find it when they
are ready to take it.
3. Include your company’s name, what the survey is about, and a date or
time frame in the name. This format is easy to understand and will make
sense to employees. Using a time frame can help keep you organized when
you need to compare current Gallup Q12 survey results with past results.
Gallup recommends measuring employee engagement every six months

to best manage it. To help monitor your company’s progress, you will
have access to results from previous survey administrations via the Gallup
Employee Engagement Center Dashboard. Searching for reports by survey
name is the quickest way to navigate past results.
STEPS TO CHECK
üü My survey name is specific, informative, and clear.
üü My survey name is easy to understand and piques employees’ interest.
üü My survey name makes sense in the context of the invitation, survey

results, and past results comparisons.
2
DEFINING YOUR GROUP REPORTS AT A GLANCE
Why get group reports?
ABOUT GROUP REPORTS
•• Group reports
The Gallup Q12 survey comes with two types of reports that help you get the most provide valuable
out of your results: information.
1. an Overall Report that contains comprehensive results for all employees •• Group reports
that complete your survey help you maximize
State of the Team
2. Group Reports for different segments or types of your employees (called
conversations.
group types)
•• Group reports help
OVERALL REPORT with accountability.
The Overall Report shows one score — called the
How do I set up groups?
GrandMean — for all employees’ engagement. The report
also shows individual scores for each of the Gallup Q12 •• Create groups that
survey items. Respondents will make sense to
Overall Report employees when
GROUP REPORT they are taking the
You can receive group reports for up to three specific survey.
segments or types of employees. For example, you can see Group Set by City •• Identify groups that
engagement results for employees by city, manager, job type. match the unique
structure of your
To get group reports, select a group report type from the
company.
Group Report Type drop-down menu (e.g., City for
employees by city). On the next page, list the city names •• Consider if groups
in the Group Options for City box (e.g., New York City, Respondents would benefit
San Francisco, Atlanta, and Chicago). Group Reports from setting goals
together.
When employees receive their Gallup Q12 survey, they can
select one of the options you defined (e.g., New York City, San Francisco, Atlanta,
Chicago) as an answer to the survey question you selected or created.
HOW IT WORKS
Gallup understands that every company is unique. In addition to selecting from

predefined group types, you can customize group types when setting up your
survey to match your workplace’s specific structure.
For instance, say you want to receive group reports for five different managers in
your company. To receive these group reports, you would select Manager from
the Group Report Type drop-down menu. On the next page, you would list the
five manager names in the Group Options for Manager box. When they take the
3
survey, your employees would be asked to select their manager (“Who is your manager?”) and would see the list
of five manager names you listed during survey setup.
After the survey, you will receive a separate report for each group option you created. Using the previous example,
you would receive five group reports — one for each manager. Each of the five reports would include the
engagement scores for the employees that selected that manager name when they took the survey.
IMPORTANCE
Gallup’s Q12 survey is effective because you can take action on the results. The Gallup Q12 survey items measure
elements of engagement that managers and others at the local level can change. Gallup designed the group
reporting feature to improve the way you can take action on your results. Creating the right groups prior to
administering the survey will improve the actionability of your results in three ways:
1. Group reports provide valuable information.
Receiving group-level data gives you the opportunity to unveil more trends in your company’s engagement.
And thoroughly understanding these engagement dynamics will help you learn more about your employees,
lead them to higher engagement, and improve outcomes related to engagement.
2. Group reports help you maximize State of the Team conversations.
Your employees’ involvement in State of the Team conversations is critical. Receiving group-level engagement
data can guide the effectiveness of these conversations. When individuals in your company have data more
specific to them, they can more easily identify action items and set goals.
3. Group reports help with accountability.
Gallup’s research shows that conducting the Q12 survey every six months is the best strategy for building
engagement. The first administration of the survey serves as a benchmark value to gauge your progress as you
conduct the survey in the future. Tracking the engagement scores of groups over time helps keep employees
accountable for the goals they set.
Group Types The specific segments or types of employees for which

you want group reports. You can choose to receive reports for
up to three types of employees from within the overall total of
employees who respond to your Gallup Q12 survey. Gallup allows you
to select from predefined group types, or you can define your own.
Group Options These are the specific options employees can select
from when answering a question that sorts them into a particular
group. You must enter any/all group options that employees could
possibly select for a particular group.
4
GUIDELINES
THE “RULE
Creating your group reports takes careful thought and attention to detail. You also OF FOUR”
must have a clear understanding of how your employees associate themselves with
The data collected with
specific groups. To help you improve engagement at the local level, follow these
the Gallup Q12 survey
guidelines as you decide how to design your groups:
are only meaningful
1. Create groups that will make sense to employees when they are taking if the respondents are
the survey. honest about their
opinions, so it is critical
Determining what types of employees you want a group report for is only the that participants know
first step. You must define groups your employees consider themselves to be that their answers
a part of. When completing the survey, employees will select a group option are anonymous. To
to which they belong from the list of options you generate. Define group keep survey responses
options that your employees will readily understand and can select from confidential and allow
without hesitation. your employees to
2. Identify groups that match the unique structure of your company. maintain anonymity, you
will not receive reports
Gallup offers a list of predefined group types to choose from when setting up a for groups with fewer
survey. Consider whether receiving survey results for any of these group types than four employees. For
will yield useful data for your company. You can also create and define your example, if only three
own custom group types. individuals select a
particular group option
3. Consider if groups would benefit from setting goals together.
(e.g., manager name or
Once the survey is complete and the results are in, Gallup recommends shift), you would not
managers and employees discuss their findings and set goals for improving receive a separate group
engagement. Depending on the structure of your company, you could establish report with their scores.
groups based on how you would ideally organize these discussions. So be sure to create
group options that at
least four employees
could choose when
taking the survey.
Question Your Employees Will Answer Employees
who take the Gallup Q12 survey have to
answer a question on the survey for each This “rule of four” also
group type you want to receive reports for.
extends to survey scores
An employee’s answer to the question will
sort him or her into the proper group type. for the individual Gallup
Q12 survey items. If any
item has fewer than four
responses, results will
not appear for that item.
5
FOR EXAMPLE
Your Company Engagement Survey | Your Group

Percentile Range in Gallup Database
• <33 |
• 33-66 |
• >66
* Item data not shown if sample size is less than 4. Workgroup data not shown to protect confidentiality.
YOUR COMPANY YOUR GROUP
4.76 4.36
GRANDMEAN GRANDMEAN
Score (Respondents) Score (Respondents) Gallup Database Percentile Rank
Q00 | Overall Satisfaction

How satisfied are you with [Company Name] as a place to work? 4.65 (459) 4.00 (14) 50
Q01 | Know What’s Expected
I know what is expected of me at work. 4.83 (457) 4.57 (14) 79
Q02 | Materials and Equipment
I have the materials and equipment I need to do my work right. 4.83 (454) 4.64 (14) 80
Q03 | Opportunity to Do Best
At work, I have the opportunity to do what I do best every day. 4.79 (452) 4.86 (14) 94
Q04 | Recognition
In the last seven days, I have received recognition or praise for doing good work. 4.81 (455) 4.64 (14) 84
Q05 | Cares About Me
My supervisor, or someone at work, seems to care about me as a person. 4.76 (447) 4.43 (14) 71
Q06 | Development
There is someone at work who encourages my development. 4.68 (452) 4.00 (14) 62
Q07 | Opinions Count
At work, my opinions seem to count. 4.71 (454) 4.14 (14) 62
Q08 | Mission/Purpose
The mission or purpose of my company makes me feel my job is important. 4.83 (455) 4.14 (14) 46
Q09 | Committed to Quality
My associates or fellow employees are committed to doing quality work. 4.62 (457) - *
( ) -
Q10 | Best Friend
I have a best friend at work. 4.68 (457) 4.36 (14) 70
Q11 | Progress
In the last six months, someone at work has talked to me about progress. 4.75 (455) 4.07 (14) 24
Q12 | Learn and Grow
This last year, I have had opportunities at work to learn and grow. 4.81 (458) 4.43 (14) 48
® YOUR COMPANY | YOUR GROUP

Copyright © 1993-1998, 2013 Gallup, Inc. All rights reserved.
SEPTEMBER 2013
STEPS TO CHECK
üü Take advantage of group reporting to get the most out of the survey results.
üü Define groups that fit the unique structure of your company.
üü Create groups that will provide managers and employees with relevant data when they discuss
survey results.
üü Define groups and group options that employees can easily identify and select when taking the survey.
6
SELECTING YOUR GALLUP Q12 AT A GLANCE
SURVEY DATES Gallup research shows
that two weeks is the
IMPORTANCE ideal amount of time
To decide when to survey your employees and how long you should allow them to to allow employees to
complete the survey, you first need to consider your communication strategy. How complete the Gallup Q12
and when are you going to spread the word about the Gallup Q12 survey? Though survey. This time frame
other variables will affect your start date, the details of your promotional campaign allows you to:
and the way you will implement it will help you know exactly the right time to •• communicate the
launch and conduct the survey. importance of the
survey to employees
For tips on creating the best communication plan, read “How to Communicate
About the Gallup Q12 Survey and Employee Engagement.” •• invite employees to
complete the survey
GUIDELINES
•• adjust the
The components of your communication strategy that will affect your survey date communication
range are: strategy based
1. When you start telling your employees about engagement and the Gallup on participation
Q12 survey: How long will you spread the word before opening the survey rates, employees’
for employee participation? schedules, etc.
2. The methods of communication you use to promote survey: How efficient

will they be with your employees?
Choosing a start date.

Leave a window of time between the start of your Q12 promotional campaign
and the survey launch. This gap gives employees ample time to gain awareness of
the importance of the survey and engagement.
Gallup recommends sending three communications using different media

before launching the survey. You should allow enough time before the start date
to raise awareness, while not waiting so long to start the survey that interest and
excitement wane.
The speed and efficiency of the types of media you use to promote the survey will
also affect your start date. If you rely on print media such as letters and posters to
spread the word about the survey, you should set a survey start date further ahead
than if you were using electronic media.
7
Choosing a start date (continued)

Consider your employees’ schedules when picking a start date. This means selecting a business day that does
not fall immediately before a weekend, national holiday, or other day off. Make it convenient for your employees
to take the survey.
How long should you make the survey available?

Two weeks is the optimal time frame for promoting the survey and making it available to employees. Gallup
finds the highest survey response rates when the survey is open for this time frame.
Consider the types of communication media you use for survey promotion: A wider date range may be necessary
for slower communication methods such as print media.
You can adjust the survey date range at any time through the Gallup Employee Engagement Center Dashboard,
even after the survey goes live. The Employee Engagement Center Dashboard provides daily participation rates
during the survey, so if you are not happy with how many employees have completed the survey, you can extend
the survey close date to boost participation. Alternatively, if participation soars to levels you are content with
earlier than expected, you can close the survey early and access your results sooner.
Finally, consider scheduling the survey for a time when receiving results would coincide with a significant
company event such as quarterly reviews, team retreats, etc. You could schedule the survey based on these events
to report the survey findings, review the results, and discuss team goals after the survey.
STEPS TO CHECK
üü Consider the optimal two-week time frame to keep the survey open for employee participation.
üü Develop a communication plan before selecting a date range for the survey, consulting with leadership
as necessary.
üü Consider employees’ schedules when picking a survey start date.
üü Monitor participation rates through the Gallup Employee Engagement Center Dashboard after the
survey has started, remembering the option to extend the close date to increase participation (or end the
survey early).
üü Coordinate the survey so that results will be available for pertinent company events.
8
HOW TO COMMUNICATE ABOUT AT A GLANCE
THE GALLUP Q12 SURVEY AND Follow these five steps
EMPLOYEE ENGAGEMENT to create an effective
communication plan:
IMPORTANCE
1. Assemble a core
Gallup’s research shows that a strong communication plan is one of the best communication team.
predictors of a high response rate to your Gallup Q12 survey. Just telling
2. Analyze your
employees about the survey itself isn’t enough. Employee engagement needs to be
audience.
an integral part of your company’s culture. This means communicating with your
employees about engagement and expressing how it exists in your company. 3. Nail down the
details.
Promoting the survey is important, but you still must thoroughly explain employee
engagement and the Gallup Q12 survey process as well as describe what employees 4. Talk about employee
can expect to see and do after the survey. engagement.
If you are an administrator setting up the survey, provide company leaders 5. Promote the survey
with a copy of this resource so that they are aware of the importance of a strong through a 3x3x3
communication plan. communication plan.
GUIDELINES
To create a powerful communication plan that will inform your employees about
engagement and get them excited about being involved, follow five simple steps:
1. Assemble a core communication team.
2. Analyze your audience.
3. Nail down the details.
4. Talk about employee engagement.
5. Promote the survey through a 3x3x3 communication plan.
Step 1: Assemble a core communication team.

To design and enact the best communication plan, you need help. That’s where
your communication team comes in. Your team’s mission is to aid you in:
•• developing your overall promotional strategy, message content, and tactics

for communicating the purpose and importance of engagement
•• ensuring that your engagement approach is straightforward and easy for

employees to understand
9
•• creating and reinforcing a culture of engagement by making engagement a part of daily conversations
and helping employees understand that the Gallup Q12 survey is part of the engagement process, not just
a survey
•• answering employees’ questions and informing them about the logistics of taking the survey
Assemble a diverse group of individuals for your communication team so that the messages you produce will
resonate well with employees throughout your company. Meet with your team early in the process to explain the
Gallup Q12 survey, the journey toward engagement, and their role on the communication team.
Step 2: Analyze your audience.

Before writing any communication messages, consider your audience. Are your employees fast-paced and bottom
line driven? Or do they tend to be analytical and want a lot of information to mull over and process? What types
and styles of communication have worked for your audience in the past?
Audience analysis is an important step. Employees will embrace the principles of engagement if you communicate
them in ways that align with who they are and how they operate. Making your messages meaningful to your
employees is vital to creating a culture of engagement and getting them excited about beginning the journey to
building a great place to work.
Step 3: Nail down the details.

Once you and your team have thought about how to best relate to your audience, you are ready to review the finer
details of your communication plan. At this stage, there are a few things to decide with your team:
•• Who? Determine who will deliver the initial announcement that introduces the Gallup Q12 survey
and its importance in improving employee engagement. To show the value placed on the survey and
engagement, it is ideal for the CEO or company’s leader to deliver this message.
•• How? Determine how you are going to contact your employees. Will you send emails, record a
phone message, develop a video, design a poster, or deliver a series of webinars? Gallup recommends
using different media to broaden the scope and influence of your communication plan. You could also
incorporate group educational meetings (with question and answer sessions) into your plan, perhaps on a
monthly or quarterly basis.
•• When? How frequently will you communicate with your employees about engagement in general
and the Gallup Q12 survey specifically? The proper pace for communication will depend on your
company’s culture.
•• What? What key messages will you deliver to your employees? Review the next step to learn more
about what topics to address.
10
Step 4: Talk about employee engagement.

Meet with your communication team to design the key messages to deliver to your employees. Use the resources
available via your Gallup Employee Engagement Center Dashboard as a reference to address the following
important topics:
•• what employee engagement is and why it’s important
•• how employee engagement aligns with the company’s mission and purpose
•• main goals of the Q12 process
•• overview of how the Q12 process works
•• expectations for individual involvement and commitment (don’t forget: participation is voluntary
and confidential)
•• plans for regularly measuring progress and celebrating success
•• who can answer questions
•• important dates associated with the program
•• what employees should expect as a next step
Start conversations about engagement immediately. Find opportunities to meet with employees to discuss
engagement, answer their questions, and supply them with educational material about the Gallup Q12 survey and
your company’s goals. After you introduce the topic of engagement to employees, you can move on to Step 5 and
promote the survey.
Step 5: Promote the survey through a 3x3x3 communication plan.

Gallup has developed a 3x3x3 communication plan to help you get the highest survey participation rates. Send
your employees three communications for each phrase of the survey process to:
•• Build excitement and awareness before the survey.
•• Focus on encouraging participation during the survey.
•• Share results and communicate the next steps after the survey.
11
FOR EXAMPLE
3x3x3 COMMUNICATION PLAN

Use these phase objectives and communication message suggestions to help you create your 3x3x3
communication plan.
PHASE OBJECTIVES SAMPLE 3x3x3 PLAN
Develop communication and Communication 1: Invite employees to a

promotional pieces. lunch to announce the upcoming survey and
introduce employee engagement.
Address the purpose of the survey.
Communication 2: Send an email to
Communicate the survey goals and process.
employees about the survey details (where/
BEFORE THE
SURVEY Highlight the company’s partnership when/how) and put up flyers and posters
with Gallup and Gallup’s commitment to reinforcing this information.
confidentiality.
Communication 3: Send a personalized
Outline the survey details (where/ email on the launch date announcing the
when/how). survey start and providing a link to take
the survey.
Invite employees to take the survey. Communication 1: For individuals who

have not yet completed the survey, send
Encourage participation.
a reminder email about the survey and
Keep your leaders in the loop with include a link to take the survey.
status reports.
DURING THE Communication 2: Publish response rates
SURVEY
for your team leaders to follow up with
their workgroups.
Communication 3: Send an email inviting

employees to a “survey party” with food
and beverages.
Let your employees know you appreciate Communication 1: Thank employees via
their participation. email for participating.
Establish dates and accountability Communication 2: Remind employees

AFTER THE for team meetings and State of the of the next step in the process: discussing
SURVEY
Team conversations. results and forming goals in team meetings.
Share the results: Invite your employees Communication 3: Send an invite to a

to team meetings to discuss findings and team meeting to discuss the survey results.
conduct State of the Team conversations.
12
Other key considerations:

•• Having your company’s leadership communicate the value the organization places on the Gallup Q12
survey helps to instill excitement in the engagement process. If you are an administrator coordinating the
survey, think about your plan for rapidly presenting survey results to company leadership. Because it is
ideal for employees to hear from an executive or leader after the survey, brief leadership about the results
as soon as possible. This will enable leaders to communicate to employees about the results and the plan
for next steps in a timely manner.
•• Be sure company leaders are aware of the importance of meeting with managers and team leaders after
the survey to remind them of the plan for distributing results to employees.
•• Your communication plan must incorporate strategies for timely distribution of the results after the
survey. Employees will involve themselves more in State of the Team conversations when the principles of
engagement are fresh in their minds.
STEPS TO CHECK
üü Assemble a core communication team to help create the best survey campaign and communication plan.
üü Develop a 3x3x3 communication plan.
üü Use different methods of communication to spread the word about the survey.
üü Schedule educational discussion sessions before the survey launch to help employees understand what
engagement is and why it is so important.
üü Meet with your communication team to brainstorm ways to make the survey period enjoyable and fun.
üü Share the survey results with company leaders as quickly as possible so timely communication about the
survey results will come from the top.
üü Schedule a meeting to brief leaders on the results and next steps.
13
AT A GLANCE ACHIEVING HIGH GALLUP Q12 SURVEY
Communicate with
PARTICIPATION RATES
employees about the
survey to ensure high IMPORTANCE
participation rates. To get the most out of your company’s Q12 survey and efforts to measure and
Use Gallup’s examples manage engagement, as many employees as possible need to complete the survey.
to produce creative
Gallup’s research shows that a strong communication plan is one of the best tactics
communication that:
for achieving high employee participation rates. When employees understand the
•• highlights the importance of engagement and their role in the Gallup Q12 survey process, they
benefits of are more likely to become a part of the engagement journey. Be sure to read the
participation “How to Communicate About the Gallup Q12 Survey and Employee Engagement”
section. This resource will be invaluable to your company’s leaders; it is critical they
•• sets a
are aware of the importance of a great communication plan.
participation goal
Don’t stop there — follow these guidelines to maximize your communication plan
•• explains that
and achieve the highest participation rates:
participation
is voluntary GUIDELINES
•• is personalized, 1. Highlight the benefits of participation.

if possible
A highly engaged workplace benefits everyone: employees, managers, and
customers. Explain to your employees how they gain from being part of an
engaged team and the reasons why their participation in the survey is essential
to reaching higher engagement.
Helping employees to understand their importance in creating an engaged

workplace encourages them to participate in the survey. Tell your employees
that by sharing their opinions and making their voices heard, they provide
their leadership with knowledge of the company’s overall engagement. This
information guides leaders to know how and where to begin improving the
work environment.
Your employees need to know that by participating in the Gallup Q12 survey
process, they help transform your company into one they can be proud to be a
part of.
14
2. Be creative.
DID YOU KNOW?
Creativity is also a defining characteristic of a strong communication plan. The Gallup Employee
Make the journey toward higher engagement fun. The following are some Engagement Center
ideas for creating a communication plan: Dashboard offers access
1. Create a survey theme. Incorporate an overall theme into your to many useful features,
promotional campaign. A theme will spark interest and create a sense of including the capability
unity in your various communications and promotional events. Here are to monitor real-time
some examples to help get the creative juices flowing: survey participation
rates. These rates are
-- Puzzle Theme — “You Are an Important Piece of the Puzzle” reported as a percentage
(calculated based on
-- Healthcare Theme — “Time to Check Our Pulse”
the survey size you
-- Journey Theme — “The Road to Success Starts With You” purchased) and are
updated daily.
-- Challenge Theme — “Join the Q12 Quest”
If you are unhappy with
2. Encourage healthy competition. Consider offering an incentive for
your participation rate
teams that achieve the highest participation rates such as lunch or a fun
and your survey close
team outing.
date is approaching,
3. Plan a theme day. Plan a theme day during the survey field period that you can always adjust
will bring attention to the survey taking place. For example, have a survey the date via the
kickoff party with decorations relevant to your survey theme. Employee Engagement
Center Dashboard.
4. Create “free time.” Cancel a staff meeting or work event and ask
employees to use their new “free time” to participate in the survey.
5. Market the survey. Improve participation rates using marketing material.

For example:
-- Distribute water bottles with the Q12 label and survey dates.
-- Create a funny video featuring staff that promotes the survey and
informs employees about engagement.
-- Print posters that promote the survey and place them where your
employees can easily see them: in break rooms, cafeterias, hallways,
etc. Or, email electronic versions of posters or fliers to employees.
15
3. Communicate a participation goal.
Setting a company goal for participation and sharing it with employees is another tactic for raising
awareness and encouraging employee involvement. Publish participation rates while the survey is live
and report your company’s progress toward achieving the goal. Encourage managers and team leaders to
strive for full participation.
4. Reiterate that participation is voluntary.
Your employees should feel that it is their choice to take the survey. Stressing that participation is voluntary
while presenting its benefits builds enthusiasm and makes employees eager to choose to be involved. Don’t
incorporate incentives that “require” participation in your promotional campaign. The goal behind the Gallup
Q12 survey is to build engagement. Forcing participation will not accomplish this goal. True engagement
occurs when employees choose to be involved in the process.
5. Get personal.
When sending emails or other communications, it is a great idea to personalize messages by including the
names of individual employees. Imagine if you received a communication from a senior executive within
your company personalized for you. Wouldn’t it seem more engaging to be addressed by your name rather
than as “Dear Employee”? Personalized messages show employees that you care about their unique needs
as individuals.
STEPS TO CHECK
üü Read Gallup’s best practices for building a strong communication plan.
üü Highlight the benefits of participation.
üü Get creative by making communication about the Gallup Q12 survey and engagement fun for employees.
üü Establish a participation goal and a timeline for communicating it.
üü Stress that the survey is voluntary.
üü Personalize communications whenever possible.
16
MAKING SENSE OF YOUR GALLUP Q12 SURVEY RESULTS

IMPORTANCE
After closing your survey, your Gallup Q12 survey results will be available on the Gallup Employee Engagement
Center Dashboard within 48 hours.
You will receive overall Q12 results for your entire survey sample size. If you created groups during survey setup,
you will also receive group results for every group option you specified during survey setup.
FOR EXAMPLE
Your Company Engagement Survey | Overall

Percentile Range in Gallup Database
• <33 |
• 33-66 |
• >66
* Item data not shown if sample size is less than 4. Workgroup data not shown to protect confidentiality.
YOUR COMPANY
4.76
GRANDMEAN
Score (Repspondents) Gallup Database Percentile Rank
Q00 | Overall Satisfaction

How satisfied are you with [Company Name] as a place to work? 4.65 (459) 60
Q01 | Know What’s Expected
I know what is expected of me at work. 4.83 (457) 91
Q02 | Materials and Equipment
I have the materials and equipment I need to do my work right. 4.83 (454) 65
Q03 | Opportunity to Do Best
At work, I have the opportunity to do what I do best every day. 4.79 (452) 91
Q04 | Recognition
In the last seven days, I have received recognition or praise for doing good work. 4.81 (455) 48
Q05 | Cares About Me
My supervisor, or someone at work, seems to care about me as a person. 4.76 (447) 62
Q06 | Development
There is someone at work who encourages my development. 4.68 (452) 91
Q07 | Opinions Count
At work, my opinions seem to count. 4.71 (454) 50
Q08 | Mission/Purpose
The mission or purpose of my company makes me feel my job is important. 4.83 (455) 90
Q09 | Committed to Quality
My associates or fellow employees are committed to doing quality work. 4.62 (457) 32
Q10 | Best Friend
I have a best friend at work. 4.68 (457) 87
Q11 | Progress
In the last six months, someone at work has talked to me about progress. 4.75 (455) 89
Q12 | Learn and Grow
This last year, I have had opportunities at work to learn and grow. 4.81 (458) 82
® YOUR COMPANY | OVERALL

SEPTEMBER 2013
Both the overall and group Q12 reports contain the following information:
1. GrandMean
Your company’s GrandMean highlights your company’s overall engagement. The GrandMean score is an
average of the averages for the scores you receive for the individual Q12 items. The GrandMean uses the
same 5-point scale as the individual Q12 items.
2. Sample
Sample refers to the total number of employees who took the survey. Depending on your survey participation
rate, the sample on your report may not necessarily match the total you selected during survey setup. Q12
reports show the sample of employees who took the survey and the sample of employees who responded to
each Q12 item because respondents are not required to answer all of the Q12 items in their survey for their
survey to count.
17
3. Gallup Database Percentile Rank
Gallup Database Percentile Rank shows how your GrandMean and individual Q12 item results compare
with Gallup’s database of organizations that have administered the Q12 survey. These benchmark values are
useful in gauging engagement relative to other organizations. Additionally, your employees can refer to these
rankings when setting goals for improving engagement.
Gallup color-codes your company’s database percentile rank for each Q12 item so that you can easily visualize
where you stand relative to others. Here is what the colors represent:
Green — above 66th percentile in the Gallup database
Yellow — 33rd to 66th percentile in the Gallup database
Red — below 33rd percentile in the Gallup database
Group results are identical to the overall report except that the data they include are relevant only to the
individuals in a particular group. Both the group GrandMean and overall GrandMean scores are reported on
the group results, allowing you to easily compare a group’s engagement scores with those of the company as
a whole.
More About Gallup’s Database

Since its inception, Gallup has administered its Q12 survey to more than 25 million employees in 195
different countries and in 70 languages. Gallup keeps track of these scores and now maintains the world’s
most comprehensive historical and comparative employee engagement databases.
Gallup understands the importance of relevant comparisons in the competitive landscape of today’s fast-paced
marketplace. For this reason, Gallup updates the comparative database annually, enabling you to benchmark
your employee engagement levels against the most recent data Gallup collects worldwide.
Gallup Q12 Survey Confidentiality Information

Gallup is devoted to respecting respondents’ confidentiality. Therefore, Gallup does not release individual
survey answers. Remember, the data collected with the Gallup Q12 survey are only meaningful if the
respondents answer honestly, so it is critical that participants know their answers are anonymous.
To protect confidentiality, you will only receive group report data if at least four employees responded to the
survey. For example, if only three individuals on your sales team group answered the “best friend” statement,
you will not receive data for this statement on the sales team group report.
Ensuring employees that the survey is 100% confidential will make them more comfortable sharing their
honest opinions and increase the likelihood of their participation. Because participation in the survey is
the first step to improving engagement, it is extremely important to inform employees that their answers
are confidential.
18
CONDUCTING A STATE OF THE AT A GLANCE
TEAM CONVERSATION Holding a State of the
Team conversation about
IMPORTANCE engagement is a vital
Measuring engagement alone does not bring about improvement. It is what strategy for transforming
happens after the survey that will help to improve employee engagement and your team into one that
organizational outcomes. At this point, you may be wondering how to use your is highly engaged. This
Gallup Q12 survey results to bring about these types of changes. conversation includes the
following steps:
Conducting a State of the Team conversation is one important step in creating
transformational change in your company after completing the Gallup Q12 survey. 1. Analyze Gallup Q12
The purpose of this conversation is to assess the team’s current state of engagement. survey results.
It is the manager’s job to listen to his or her employees, learn about the factors
2. Identify a team
influencing their engagement, and lead the team to take actions necessary to
performance goal.
realize their performance goals.
3. Select the
But just setting performance goals is not enough. Introducing the principles of
engagement item to
engagement into daily conversations is another critical part of making engagement
focus on and identify
a permanent team characteristic. Holding regular conversations about engagement
actions and owners.
is a vital strategy for transforming your team into one that is highly engaged.
4. Review and
Therefore, Gallup recommends that managers lead regular conversations about
recalibrate.
engagement to discuss team members’ talents and strengths, highlight the team’s
progress, recognize growth, and revise goals as needed. See “Conducting Engaging
Conversations for Individuals and Teams” section for more information about the
purpose and questions managers can use for these ongoing conversations.
GUIDELINES
While managers should lead the State of the Team conversation, it should be a
collaborative process during which every employee has an opportunity to contribute.
Employee involvement in this process is critical to building engagement.
Gallup recommends following these steps when conducting a State of the

Team conversation:
1. Analyze Gallup Q12 survey results.
2. Identify a team performance goal.
3. Select the engagement item to focus on and identify actions and owners.
4. Review and recalibrate.
19
As you follow these steps, there is a State of the Team tool you can use to record the team’s actions to help them
stay organized and accountable. Once completed, post this tool in a place where the team can see it regularly,
reminding them of their performance goals and commitments.
Step 1: Analyze Gallup Q12 survey results.

Before distributing the Gallup Q12 survey results, it is a good idea to review the big picture with your team. Remind
employees of the reasoning behind your company’s decision to focus on improving employee engagement, beginning
with the Gallup Q12 survey. Stress the overall goal of becoming a highly engaged workplace.
Next, distribute your latest Gallup Q12 survey results report to your team. You can export Q12 results as PDF
reports via the Gallup Employee Engagement Center Dashboard. As you review the survey results together, ask
your team the following questions:
•• Do any of the results surprise you?
•• What areas of engagement are strong for our team? What are we doing that makes this a strong result?
•• What areas of engagement are opportunities for our team? What are we not doing that makes this
an opportunity?
Step 2: Identify a team performance goal.

The team should collaboratively identify their most important performance goal. Use the following questions to
direct the team conversation as you select a performance goal together:
•• What are the three to four important performance goals we face today?
•• How would you prioritize these performance goals from most to least important to our team?
•• Which performance goal should we focus on as a team? Where are we as a team relative to this
performance goal?
Step 3: Select the engagement item to focus on and identify actions and owners.
Once the team has identified a performance goal to focus on, they will need to select the engagement item that,
if acted on, will help them reach their performance goal. For example, if a team has a goal to improve trust and
collaboration and their score for Q10 (“I have a best friend at work.”) was relatively low, then this engagement
item would be a great area of focus.
After selecting an engagement item, the team should brainstorm actions that they can take to improve on this
engagement item. During this process, the team should discuss how they can take action together and determine
ways individuals on the team can act to facilitate team success. Finally, team members need to decide who can
take ownership of these actions and keep the team aware of progress.
20
Use the following questions to guide this step of the conversation:
•• Which engagement item do you think we should focus on to help us reach our performance goal?
•• What actions do we need to take to have an effect on this engagement item?
•• What three to four immediate actions should we focus on first? Who can take ownership of these
actions? When can we complete these actions?
Recording action items and owners is critical for maintaining accountability. Use the State of the Team tool to
record both of these to help set your team up for success.
Step 4: Review and recalibrate.

Recurring conversations about the team’s engagement are a must. Managers should regularly hold five- to
10-minute discussions to evaluate progress, maintain accountability, and recalibrate as necessary. Use the
following questions during these discussions:
•• Did we complete the action items we said we would?

STATE O
F TH E TEAM
•• Did completing them make a difference? TEAM PER

FORMAN
CE GOAL:
Recalibrate your actions and owners as needed to ensure that your ENGAGE
ME NT ITE
M:
team is on track for success. Don’t expect your first attempt at this ACTION
IDEAS:
process to be perfect — your team will learn from experience and IMM ED
ACTION
IATE ACT
ION S TO
TAKE:
REVIEW
OWNE R AN D RE
become more effective in identifying actions that facilitate growth

DATE CALIBR
ATE:
Æ
and improve team performance. Æ
Gallup Employee Engagement Center offers additional products

you can purchase to learn more about managing for improved Copyright
© 2013 Gallup
, Inc. All
rights reserv
ed.
engagement and high performance. Visit the Gallup Employee

Engagement Center Dashboard to learn more.
STEPS TO CHECK
üü Remember that the survey is just the beginning: Applying the Gallup Q12 survey results during the State
of the Team conversation and regularly conducting engaging team and individual discussions is what will
lead to improved engagement, growth, and performance.
üü Remember, when leading the State of the Team conversation, you should facilitate discussion and
collaboration, actively listening to team members and allowing them to own the process.
üü Take full advantage of the State of the Team conversation tool. Once completed, post it somewhere visible.
21
AT A GLANCE THE ROLE OF THE MANAGER IN THE
Managers have a
Q12 JOURNEY
significant influence on
improving employee Every employee plays a critical role in the journey toward an engaged workplace.
engagement. Here are Managers are no exception.
eight ways to manage By using the Gallup Q12 survey to listen to your employees, you have taken the first
for engagement: step toward being a great manager.
1. Emphasize the But the best managers — managers who lead their teams to higher engagement
big picture. — go beyond listening to their employees. They use the Gallup Q12 results to
2. Set a good example guide their teams to improved performance. They make engagement a part
by modeling of daily conversations and never stop learning tactics for increasing team and
desired behaviors. individual engagement.
3. Lead State of the Gallup has identified eight actions to take to become a great manager:
Team conversations. 1. Emphasize the big picture.
4. Highlight successes. Regularly conveying the vision for higher engagement provides direction
5. Encourage engaging and establishes a firm foundation for increasing engagement. As a manager,
conversations it is important to remind your employees of the big picture frequently and
for teams. encourage regular discussion about engagement. Weaving engagement into
your company’s business model will set the stage for transformational change.
6. Connect with
individuals. 2. Set a good example by modeling desired behaviors.
7. Discover and develop Modeling desired behaviors is vital for creating sustainable change in a
employees’ strengths. company. Managers need to do more than just understand engagement
data and guide their teams in setting goals — they need to demonstrate
8. Never stop learning. engagement. This means aligning behaviors with the team’s action items and
setting an example by participating in State of the Team conversations with
other managers. Managers should meet with their supervisor after the survey
to discuss the management team’s engagement and set goals. Participation
in the Q12 process demonstrates dedication to the journey and builds more
effective leaders.
22
3. Lead State of the Team conversations.
Effective State of the Team conversations are crucial for achieving improved performance outcomes.
See “Conducting a State of the Team Conversation” for more information. During State of the Team
conversations, managers play an important role to:
1. Initiate a dialogue.
The manager’s primary function during State of the Team conversations is to initiate dialogue and
encourage employees to share in the conversation. Pose questions and discussion topics to your team to
direct the conversation throughout the meeting. Some questions include:
“Where do we have strengths as a team? How can we best use these strengths as a team?”
“What actions can we take to continue to grow in this strong area?”
“How are we progressing on the goals we set? What growth have we made?”
2. Create ownership.
The best managers help their teams create ownership for the goal-setting process. It is important that
your employees aren’t just along for the ride — they must be active participants in the process. Entrust
them with responsibilities and help them identify the importance of their roles. Individuals’ engagement
determines the overall company’s engagement. Show individuals that their ownership of the engagement
process is important to the team’s success.
3. Guide the discussion.
Strong managers are familiar with the format of State of the Team conversations and direct discussion
accordingly. However, the best leaders serve only as guides, never dictating team goals or generating
every action idea. Effective State of the Team conversations are characterized by discussions that
involve every individual. Guide your employees to take ownership of the Gallup Q12 survey process and
encourage them to be a part of creating an engaged workplace.
4. Highlight successes.
Recognition should be a prominent part of your company’s journey to higher engagement. Highlight
individual successes during team meetings, and celebrate individual and group achievements during
company-wide meetings. Feeling recognized boosts individual engagement, and applauding progress builds
momentum that encourages teams to accomplish their goals and provides a real-life example of the benefits of
improving engagement.
23
5. Encourage engaging conversations for teams.
To keep engagement alive, teams must regularly meet to discuss progress. Establishing and maintaining
accountability is one of the most important steps in the Q12 journey, and Gallup recommends at least monthly
follow-up engaging conversations to discuss the team’s status and evaluate growth. Encourage full attendance
at these progress meetings and active involvement from every employee during the discussion. Learn more
about these important conversations in “Conducting Engaging Conversations for Individuals and Teams.”
6. Connect with individuals.
Every employee has unique needs and expectations regarding employee engagement. Managers should meet
with each employee individually to discuss his or her engagement and how his or her needs can be better
met. Gallup offers extensive resources to guide you through these conversations. See “Conducting Engaging
Conversations for Individuals and Teams” for more information.
7. Discover and develop employees’ strengths.
Gallup has worked with organizations worldwide to help their employees discover their innate talents and
apply them productively to improve performance. After decades of research, Gallup found that people who
use their strengths every day are six times more likely to be engaged on the job.
Managers have a unique opportunity to make this statistic a reality for their employees. When supervisors
discover and develop employees’ strengths and position workers in roles where they use their strengths
every day, their teams become more engaged. Focusing on what employees do best will build and
sustain engagement.
Learn more about discovering and developing your employees’ strengths by visiting https://www.
gallupstrengthscenter.com.
8. Never stop learning.
The best managers take advantage of expert information and resources to become better at what they do.
Gallup offers additional resources for learning how to manage for engagement. To learn more, visit the
Gallup Employee Engagement Center Dashboard.
24
CONDUCTING ENGAGING AT A GLANCE
CONVERSATIONS FOR INDIVIDUALS There are three types of
AND TEAMS engaging conversations
for individuals and teams:
IMPORTANCE
1. Understand and
In addition to conducting the State of the Team conversation to discuss Gallup
Appreciate Strengths
Q12 survey results and set goals, managers should hold recurring engagement
conversations with each person and with their team. The manager can use these 2. Build Engagement
conversations to build engagement and drive performance. and Collaboration
Frequent engaging conversations should: 3. Drive Performance
1. Help individuals and teams understand and appreciate each Frequent engaging
other’s strengths. conversations should:
2. Allow managers to ensure that team members have everything they need 1. Help individuals and
to accomplish their goals and maintain accountability. teams understand
and appreciate each
3. Provide an opportunity for recognition — an essential component
other’s strengths.
of growth.
2. Allow managers to
4. Create an environment of collaboration that fosters employee engagement.
ensure that team
The best managers know the importance of connecting with each of their members have
employees. The depth and authenticity of these ongoing conversations will help everything they need
determine the managers’ ability to create high levels of engagement and sustained to accomplish their
business success over time. goals and maintain
accountability.
GUIDELINES
3. Provide an
Gallup has identified the following engaging conversations for individuals and for
opportunity for
teams that managers should lead on a regular basis:
recognition — an
1. Understand and Appreciate Strengths essential component
of growth.
2. Build Engagement and Collaboration
4. Create an
3. Drive Performance environment of
Use the information on the following pages to better understand the purpose of collaboration that
these three conversations and to find questions that will help you lead them. fosters employee
engagement.
Listening is a critical part of these conversations. Think of the 80/20 rule: Effective
managers listen 80% of the time and talk 20% of the time. Managers need to
create an environment that encourages involvement from all of their employees.
25
1. Understand and Appreciate Strengths
TEAM CONVERSATION INDIVIDUAL CONVERSATION

The purpose of this team conversation The purpose of this individual
is to appreciate the team’s individual conversation is to appreciate each team
and collective talents and strengths. member’s unique talents and strengths
Understanding, appreciating, and and the valuable contribution he or she
PURPOSE PURPOSE
applying team member’s strengths brings to the team.
affects the team’s ability to achieve
excellence and maximize each person’s
natural talents and strengths.
The role of the manager is to help team The role of the manager is to identify
members harness their individual and the right talent for the role, task, or
ROLE ROLE
OF THE collective talents and intentionally OF THE project, and then focus, nurture, and
MANAGER MANAGER
bring them to life daily. develop that talent.
What are the unique talents and What are your strengths? What do you
strengths that you bring to the team? do best?
What are some of the most valuable What talents and strengths do you use
contributions you make to the team? in your current role?
Are there any “missed” opportunities What do you believe is your unique
or areas of value that we are not using? contribution to the team?
How can others on the team draw out How can I help you use your talents
the best you? and strengths more in your role?
What are our collective strengths as What do you enjoy most in your
KEY KEY
QUESTIONS a team? QUESTIONS current role?
What are our potential blind spots? Are there activities or other parts of
your role that you want to do more
How can we use our collective
frequently?
strengths to achieve our performance
goals or address the challenges we face? Do you have talents and strengths that
you would like to use more often?
What can other team members count
on you to bring to your role?
26
2. Build Engagement and Collaboration

is to build a collaborative and engaging conversation is to build engagement.
work environment. Building engagement creates engaged
PURPOSE PURPOSE employees who are involved in,
enthusiastic about, and committed to
their work and who contribute to their
organization in a positive manner.
The role of the manager is to ensure The role of the manager is to define
alignment of responsibilities and the right performance outcomes,
ROLE expectations and to encourage each ROLE communicate expectations, and
OF THE OF THE
MANAGER team member to take ownership for his MANAGER identify what excites, motivates, and
or her personal engagement and the engages each team member.
team’s collective engagement.
How engaged is our team right now? What do you believe you are paid to do?
How do we define each of the Are there things that get in the way
engagement items as a team? of meeting the responsibilities of your
role?
How does this item affect our team’s
ability to reach our performance goals? How can I help you be successful in
your role?
What are the things that positively
affect this engagement item? What parts or activities of your current
role energize you?
What are the things that get in
KEY KEY
QUESTIONS the way of positively affecting this QUESTIONS What do you want to accomplish in
engagement item? the next month? What about the next
six months?
What elements of our work culture are
facilitating growth in engagement? What do you think I expect of you
this year?
When we achieve team goals, how
would you like to be recognized? What do you expect of me as your
manager this year?
What do you think I expect of the
team this year? When you achieve your goals, how do
you like to be recognized?
27
3. Drive Performance

is to drive team performance. conversation is to drive individual
PURPOSE PURPOSE performance.
The role of the manager is to clarify The role of the manager is to help each
performance expectations, and then team member use his or her talents and
help the team recognize, develop, and strengths to learn, grow, and improve
ROLE use their individual and collective ROLE his or her performance.
OF THE OF THE
MANAGER talents and strengths to accomplish MANAGER
their goals.
What are the most important Which of your talents or strengths

performance goals or challenges that we boost (or contributes to) your
need to achieve or overcome as a team? performance?
What are three to four critical tasks What is the greatest challenge you are
that we need to complete to achieve our facing at work?
performance goal?
Which of your talents or strengths
In which area do you think you can could you use to help you address this
KEY have the greatest effect? Which of KEY challenge?
QUESTIONS the tasks are aligned to your talents QUESTIONS
Are there opportunities you would like
and strengths?
to pursue to help you learn and grow?
Looking at our collective team
What is the best way for you to
strengths, are there any partnerships
measure your progress? How can we
that can be created to help us complete
track your development?
the tasks?
How often should you and I meet to
What else can we do to facilitate success
discuss how things are going?
in reaching our performance goals?
The Gallup Employee Engagement Center offers additional products you can purchase to learn more about
managing for improved engagement and high performance. Visit the Gallup Employee Engagement Center
Dashboard to learn more.
28
STEPS TO CHECK
üü The best practice for building engagement is for managers to hold regular, ongoing engagement
conversations with individuals and with their team.
üü Connect with each of employee. The depth and authenticity of the conversations will significantly effect
the ability to create high levels of engagement and sustained business success over time.
üü Remember the 80/20 rule: Listen 80% of the time, and talk 20% of the time. Encourage collaboration
with employees during each of the three engaging conversations.
üü Use Gallup’s key questions to help guide discussion in team and individual engagement conversations.
29
AT A GLANCE. KEEPING EMPLOYEE
Employees, managers,
ENGAGEMENT ALIVE
and companies must
continually focus on IMPORTANCE
engagement to fully The secret to organizational growth and improved performance outcomes is
maximize its impact on sustaining employee engagement. Only when you maintain employee engagement
performance and the does it lead to improvement — when employees are continually working toward
bottom line. That means: team goals and looking for new ways to further team success. Engagement is never
done; you must keep it alive and strong.
•• Communicate
about employee To maintain momentum after the survey, follow these steps:
engagement
1. Communicate about employee engagement constantly.
constantly, even
when a Gallup It is important to regularly hold conversations about engagement and discuss
Q12 survey is not the team’s progress on their goals. This means holding monthly team progress
taking place. meetings and making engagement part of daily conversations. Leaders should
frequently check that employees have all of the resources they need to achieve
•• Ensure that there
their goals. Routinely celebrate team successes and recognize growth. Keep the
is commitment
lines of communication open about engagement.
to employee
engagement from 2. Ensure that there is commitment to employee engagement from all levels of
all levels of the the company.
company, including
the highest levels From the leadership team down to front-line employees, everyone needs to be
of leadership. on board with engagement. It is important for leadership to communicate their
commitment to regular engaging conversations and support for team goals.
•• Hold managers, Unify the company with periodic, company-wide meetings to update everyone
employees, and on progress and highlight team success.
leaders accountable.
3. Hold everyone accountable.
Gallup’s research shows that one factor contributes to the most substantial
performance increases: accountability. Hold managers accountable for team
engagement levels, and hold teams accountable for progress on their goals.
Encourage managers to use various strategies for accountability. In addition
to monthly engaging conversations, leaders should post progress on goals
and send regular reminders about action items. Raising the bar and regularly
setting new goals are vital to building sustainable engagement.
30
FOR EXAMPLE
Here are some suggestions for sustaining engagement:
üü Use the resources in the Gallup Employee Engagement Center Dashboard for planning, identifying best
practices, and establishing accountability.
üü Establish minimum engagement standards and integrate engagement metrics into

performance management.
üü Publish engagement results and goals. These should be transparent and accessible to everyone in
the company.
üü Weave engagement concepts into learning initiatives and regular communication pieces in the company.
üü Send managers email reminders to weave employee engagement into regular communication
with their teams.
üü Schedule company-wide “reflection” days to review engagement levels.
31
NOTES
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What steps are outlined for setting up and conducting the Gallup Q12 survey?

Q SURVEY

Setting Up the Gallup Q12 Survey

Naming Your Gallup Q12 Survey

Defining Your Group Reports

Selecting Your Gallup Q12 Survey Dates

Communicating About the Gallup Q12 Survey and Employee Engagement

Achieving High Gallup Q12 Survey Participation Rates

Making Sense of Your Gallup Q12 Survey Results

Conducting a State of the Team Conversation

The Role of the Manager in the Q12 Journey

Conducting Engaging Conversations for Individuals and Teams

Keeping Employee Engagement Alive

Copyright © 2013 Gallup, Inc. All rights reserved.

USING THIS GUIDE

This guide is designed to provide the information you need for:

1. Setting Up the Gallup Q12 Survey

2. Communicating About the Gallup Q12 Survey and Employee Engagement

AUDIENCE FOR THIS GUIDE

Example: 1. When it is time to invite employees to take the survey (invitation).

Gallup recommends measuring employee engagement every six months

üü My survey name is easy to understand and piques employees’ interest.

üü My survey name makes sense in the context of the invitation, survey

Gallup understands that every company is unique. In addition to selecting from

1. Group reports provide valuable information.

2. Group reports help you maximize State of the Team conversations.

3. Group reports help with accountability.

Group Types The specific segments or types of employees for which

Your Company Engagement Survey | Your Group

Score (Respondents) Score (Respondents) Gallup Database Percentile Rank

Q00 | Overall Satisfaction

® YOUR COMPANY | YOUR GROUP

üü Define groups that fit the unique structure of your company.

2. The methods of communication you use to promote survey: How efficient

Choosing a start date.

Gallup recommends sending three communications using different media

Choosing a start date (continued)

How long should you make the survey available?

üü Consider employees’ schedules when picking a survey start date.

1. Assemble a core communication team.

2. Analyze your audience.

3. Nail down the details.

4. Talk about employee engagement.

5. Promote the survey through a 3x3x3 communication plan.

Step 1: Assemble a core communication team.

•• developing your overall promotional strategy, message content, and tactics

•• ensuring that your engagement approach is straightforward and easy for

Step 2: Analyze your audience.

Step 3: Nail down the details.

Step 4: Talk about employee engagement.

•• what employee engagement is and why it’s important

•• main goals of the Q12 process

•• overview of how the Q12 process works

•• plans for regularly measuring progress and celebrating success

•• who can answer questions

•• important dates associated with the program