No. The reports contain engagement results for the group only. To protect each person’s confidentiality, Gallup does not generate reports for groups that did not have enough people answer the survey items.

Gallup recommends that all managers with a sufficient number of survey respondents receive employee
engagement results, which provide a summary for their workgroup and area of the business. Managers should share the employee engagement results with their team to discuss workplace issues. The manager’s role is to facilitate open discussion among team members about the employee engagement results and the team’s plan for improvement. The State of the Team conversation is an important, local-level action planning strategy for transforming a team into one that is highly engaged. This conversation includes the following steps:

1) Identify a team performance goal.
2) Analyze Gallup Q12 survey results.
3) Select the engagement item to focus on and actions to take.
4) Review and recalibrate.

Everyone should participate in a State of the Team conversation. Every team should have one. All employees
should participate in this conversation with their team.

Everyone on the team helps to create an action plan. While an Engagement Champion and/or manager
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 a foundational step for building engagement. Everyone’s opinion must be heard to decide which engagement needs should be prioritized to drive better team and individual performance.

If an insufficient number of employees participate in the survey in any given workgroup, it is still advisable to
discuss the engagement needs of the team. Teams can use a larger report to reference during their conversations, but taking action after the survey is a critical step in creating more engaged employees and teams.

As a people manager, you have the opportunity to lead an engaging discussion. Ask the team: “What’s working well?” “What areas can we improve?” “What’s our plan moving forward?”

This process is an opportunity to understand the needs of your most valuable assets — your people. Discussing the team’s engagement, developing engagement action steps and setting goals to improve engagement will help you understand how to meet the needs of your team members and become an even stronger team.

Listen to your employees and validate their concerns. In most cases, they will tell you what is on their mind and what is important to them. Remember that the engagement results are as much theirs as they are yours. Engagement is the responsibility of everyone on the team. If employees are concerned about specific issues and motivated to drive change, it is important to validate their concerns and help them drive the change they desire.

That being said, you are the manager. And as the leader, you have the greatest effect on your team’s engagement. You can influence and inspire engagement not only by facilitating and managing the process, but also through your individual actions. If you feel strongly about certain issues, commit yourself to identifying your team’s needs and taking actions yourself to drive

The survey results are a starting point for dialogue, action planning and follow-up. The real power of the survey is the opportunity it provides to identify and address issues in the organization. The survey results belong to every employee. Every employee plays a role in analyzing what they mean, determining what to improve and making sure that plans turn into action. Each team should follow these steps:

• Identify a team performance goal.
• Discuss the results as a team to understand the issues.
• Identify concrete actions that the team can take to address the priority issues.
• Identify issues that need to be elevated to the next level in the organization for action.
• Follow up on the planned actions to ensure that they are implemented.

Employee engagement results are a powerful tool for improvement; work with your team to make the most of them.

Yes. All employees, regardless of their titles, should participate in a State of the Team conversation. Therefore,
managers of managers should conduct a State of the Team conversation with their direct reports, who are managers, just as they will with their own direct reports. As a team, they should review the direct team’s results, if available. After the State of the Team conversation, it is recommended that they sit down one on one with their direct reports who are managers to review their scorecards and talk about how their teams’ State of the Team conversations went.

Gallup encourages workgroups to continue building on those things that already make them strong. There are always ways to improve on strong items. It will only make the team stronger and more engaged by doing so.

Do you want to be good, or do you want to be great? Great employees outperform good employees on every
statistic, including customer ratings, absenteeism, productivity, retention and profitability. Great managers feel that they can never learn enough about their employees. The only way to learn more about your employees is to have frequent, open discussions. Employees’ performance and engagement needs are ongoing. Even if every person on your team rated every question item a “5,” it does not mean they no longer have engagement needs. Employees deserve the right to share and discuss their results.

Challenge your team by asking questions such as: “What can we get better at?” “How can we share what we know about engagement with other teams?” “Are there new things we want to try?”