BUILDING A GREAT PLACE TO WORK LEARN PRINCIPAL

BUILDING A GREAT PLACE TO WORK & LEARN PRINCIPAL SESSIONS FOR PASCO COUNTY February 2015 Jer. Lene Mosley, Senior Consultant Jerlene_mosley@gallup. com Individualization – Communication – Activator – Positivity - Woo

COPYRIGHT STANDARDS This document contains proprietary research, copyrighted materials, and literary property of Gallup, Inc. It is for the guidance of your company only and is not to be copied, quoted, published, or divulged to others outside of your ® organization. Gallup® and Q 12 are trademarks of Gallup, Inc. All other trademarks are the property of their respective owners. This document is of great value to both your organization and Gallup, Inc. Accordingly, international and domestic laws and penalties guaranteeing patent, copyright, trademark, and trade secret protection protect the ideas, concepts, and recommendations related within this document. No changes may be made to this document without the express written permission of Gallup, Inc. Copyright © 2013 Gallup, Inc. All rights reserved. 3

SESSION OBJECTIVES n n n Understand employee engagement concepts and results report components, and be able to explain both to your teams. Brainstorm and discuss alternatives for providing feedback and improvement planning for employees. Share best-practice engagement builders and resources. Copyright © 2013 Gallup, Inc. All rights reserved. 4

FOCUS ON YOU n Name you like to be called n Your school or

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ENGAGEMENT IS: INVOLVEMENT AND ENTHUSIASM FOR WORK Copyright © 2014 Gallup, Inc. All rights

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WHAT DOES ENGAGEMENT LOOK LIKE? n n We are 100% psychologically committed to the job. We know the scope of our jobs and look for new and better ways to achieve outcomes. n We are more productive. n We work more efficiently. n We are safer. n We are more likely to show up. n We are more likely to stay. Copyright © 2014 Gallup, Inc. All rights reserved. 9

THE 12 ITEMS THAT MEASURE EMPLOYEE ENGAGEMENT EMPLOYEE’S NEEDS Knowing What’s Expected Focus Me Materials and Equipment Free Me From Unnecessary Stress Opportunity to Do Best Know Me Recognition and Praise Help Me See My Value Someone at Work Cares Care About Me Someone at Work Encourages Development Help Me Grow Opinions Count Hear Me Connection to the Company Mission Help Me See My Importance Committed to Quality Work Help Me Feel Proud Best Friend at Work Help Me Build Trust Talking About Progress Help Me Review My Contribution Opportunities to Learn and Grow Challenge Me Copyright © 2014 Gallup, Inc. All rights reserved. 10

FIND ANOTHER PERSON IN THE ROOM AND ASK EACH OTHER THESE QUESTIONS…. . Which Q 12 item is most important to you for your own work engagement? Why? 11

GALLUP ENGAGEMENT HIERARCHY Q 12 ® Engagement Items: Q 12. Opportunities to learn and grow Q 11. Progress in last six months Q 10. I have a best friend at work Q 9. Coworkers committed to quality Q 8. Mission/Purpose of organization Q 7. At work, my opinions seem to count Q 6. Someone encourages my development Q 5. Supervisor/Someone at work cares Q 4. Recognition last seven days Q 3. Do what I do best every day Q 2. I have materials and equipment Q 1. I know what is expected of me at work Copyright © 1993 -1998, 2012 Gallup, Inc. All rights reserved. Growth How can we grow? Teamwork Do I belong? Leadership Support What do I give? Basic Needs What do I get? 12

DATABASE COMPARISONS n Historical database since 1996: – – n 27 million employees 1, 125 clients 71 languages 195 countries Comparative database — 2014 rolling, most recent three years: – – – 7. 2 million respondents 919, 000 work groups 297 clients 175 countries 59 languages 14 major industry benchmarks Copyright © 2012 Gallup, Inc. All rights reserved. 13

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THREE GROUPS OF EMPLOYEES “I love this job!” Engaged Employee Copyright © 2014 Gallup, Inc. All rights reserved. “Will this day ever end? ” “I’m kind of busy. ” Not Engaged Employee Actively Disengaged Employee 16

BY USING RESPONSES TO THE Q 12 ITEMS, GALLUP CAN CATEGORIZE EMPLOYEES INTO THREE TYPES: ® n Engaged – These employees are loyal and psychologically committed to the organization. They are more productive, more likely to stay with their organization for at least a year, less likely to have accidents on the job, and less likely to steal from their organization. These employees have most of their performance-related workplace needs met. n Not Engaged – These employees may be productive, but they are not psychologically connected to their organization. They are more likely to miss workdays and more likely to leave their organization. These employees have some of their performance-related workplace needs met, but have many needs unmet. n Actively Disengaged – These employees are physically present but psychologically absent. They are unhappy with their work situation and insist on sharing that unhappiness with their colleagues. These employees have most of their performance-related workplace needs unmet. 17

Q 12 SURVEY TERMINOLOGY ® n Engagement Index — engaged, not engaged, actively disengaged n Mean — average of responses for an item on a 5 -point scale n n Grand. Mean — the average of all 12 items’ means on a 5 -point scale, with 5 being the high Percent of “ 5 s” or Top Box — the percentage of respondents who chose the highest response, “strongly agree, ” to an item Distribution — percentage of participants who gave each item a 1, 2, 3, 4, or 5 Gallup’s 2013 Q 12 Overall Database — comparison database of all Q 12 clients over a three-year period (2010+2011+2012) with more than 7. 8 million respondents Copyright © 2012 Gallup, Inc. All rights reserved. 18

DSBPC 2014 METHODOLOGY & RESPONSE RATE n Field Period: Oct. 24 through Nov. 7, 2014 – Web methodology n n 2013 Response Rate: 79% 2014 Response Rate: 70% – 6, 481 of 9, 299 eligible employees responded n n Baseline year included two administrations (November 2013 and January 2014) Fall 2014 survey was a census – interpret trends with caution Copyright © 2013 Gallup, Inc. All rights reserved. 19

DSBPC ENGAGEMENT INDEX Ratio of Engaged to Actively Disengaged 1. 58: 1 2. 71: 1 1. 24: 1 2. 00: 1 100% 80% 30 38 26 34 Engaged 60% 40% 51 53 49 Not Engaged 21 17 Actively Disengaged DSBPC 2013 DSBPC 2014 48 20% 0% 19 14 US Working Population 2014 Client Database (2 nd Admin. Only) Source: Gallup’s 2014 Q 12 Client Database; Gallup Poll of US Working Population, January-December 2013, n=85, 872 Copyright © 2013 Gallup, Inc. All rights reserved. 20

DSBPC DISTRIBUTION OF 2014 Q 12 RESULTS ® Learn & Grow 5 7 17 Progress 12 12 Best Friend 12 13 Quality 2 6 Mission 5 Opinions Cares 5 Recognition 21 4 Materials 5 Expectations 2 6 32 40 30 13 36 22 11 9 31 22 18 28 18 14 28 15 11 16 20 28 32 22 14 %1 s 36 48 20 13 26 24 21 Do Best 28 35 10 7 39 18 17 11 Development 32 33 34 26 35 %2 s 44 %3 s %4 s %5 s Item Rating Copyright © 1993 -1998, 2013 Gallup, Inc. All rights reserved. 21 2014 means mean ∆ YOY 3. 91 +. 03 3. 54 +. 14 3. 49 -. 04 4. 07 +. 01 3. 82 +. 16 3. 44 +. 17 3. 77 +. 12 4. 01 +. 15 3. 20 +. 35 3. 79 +. 27 3. 62 +. 28 4. 14 +. 22 (n = 6, 481)

ENGAGEMENT ACROSS LENGTH OF SERVICE DSBPC 2013 DSBPC 2014 4. 00 3. 95 3. 90 3. 89 3. 80 3. 81 3. 75 3. 70 3. 60 3. 73 3. 71 3. 67 3. 62 3. 56 3. 50 3. 49 3. 40 Less than 1 Year to Less than 3 3 Years to Less than 5 5 Years to Less than 10 Years 10 Years or more Note: Percentiles based on Gallup’s 2014 Q¹² Overall Workgroup-Level Database Copyright © 1993 -1998, 2012 Gallup, Inc. All rights reserved. 22

GAINING DISCRETIONARY EFFORT n What are the characteristics of discretionary effort? Kyrene School District

YOUR SCHOOL’S ENGAGEMENT STORY REVIEW YOUR SCHOOL’S SCORECARD AND CONSIDER THE FOLLOWING: Employee engagement (pages 2 -3): n What was your school’s Grand. Mean? n How does this year’s feedback compare to last year? n What items changed the most from last year? n What is your reaction to these results? Student hope, engagement, and well-being (pages 4 -6): n What observations do you have about the student survey results? n How does this year’s feedback compare to last year? n What items changed the most from last year? n What is your reaction to these results? Copyright © 2014 Gallup, Inc. All rights reserved. 24

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DRIVING ENGAGEMENT: FOUR STAGES OF IMPACT PLANNING Discuss Select Follow Up Plan 26

Impact Planning STEP 1 STEP 2 DISCUSS • Q 12 Items • Data results SELECT • Focus on first 6 items • Consider all factors not reflected in scores • Consider focusing on strengths and opportunities • Select a reasonable number of items to work on STEP 3 STEP 4 PLAN • Create written plan of action for each Q 12 item selected • Actions should be within team control • Each action should be “owned” by someone on team FOLLOW-UP • Review completion/ impact of action plan • Make changes or additions Copyright © 2011 Gallup, Inc. All rights reserved. 27

QUESTIONS TO ASK WHEN SHARING RESULTS Do results on any of these items surprise you? What were you thinking when you answered this particular item? Do the results reflect how you feel now? What would a “ 5” look like on this particular item? What are we doing that makes this a strong or weak result? What does our work unit need to do to improve on this item? Copyright © 2014 Gallup, Inc. All rights reserved. 28

WORKGROUP FEEDBACK AND ACTION PLANNING n Build trust – Share and discuss your team’s scorecard n Demonstrate compassion – Ask questions – Listen – Select what’s important to your team n Create stability & hope for the future – Make a plan – Share responsibility 29

NEXT STEPS n n How will you share the employee engagement information with employees in your school? What actions will you take to keep the school focused on employee engagement? 30 Copyright © 2011 Gallup, Inc. All rights reserved.

MAKE ENGAGEMENT PERSONAL: ONE-ON-ONE CONVERSATIONS n n Which of the Q 12 items is most important to you and why? ® Is there anything getting in the way of your engagement around that item? n What can I do as a leader to help reduce the barrier(s)? n What can you do for yourself to help reduce the barrier(s)? n What does success look like? 31

FOCUS ME Q 1: I KNOW WHAT IS EXPECTED OF ME AT WORK. Ask Yourself • How do I measure the basic expectations of my faculty or staff? • What do I hope for beyond the basics? • How often do I communicate expectations? • How do I let people know what I expect? • What questions do my staff come to me with regarding expectations? • What metrics do I pay attention to regarding my school’s performance? • How do I measure my own success? Ask Your Team • What goals are you most excited about? • How do you know if you are doing a good job? • • How do you determine your priorities? • • What do you believe you are paid to do? What does our team promise to our students? How do your individual or classroom goals contribute to this? How often should we talk about our goals? Jump-Start for Action • • • Meet individually with staff to review goals and measurement. Begin regular meetings sharing what each person has been focusing most of his/her energy on lately. Ask staff members to share what they believe each other are paid to do. Create a rolling update of team goals where all people can see. Consider connecting individual performance goals to student goals. “My AP takes care to make sure that we know where we’re heading and that it aligns with where he thinks we should be heading, and then I think he lets us go but just has check points along the way, so it's definitely not a twenty-page plan. ” “This seems like it should be an easy question, but when I asked my staff what they thought the community paid them for, I realized when it comes to priorities, we weren’t on the same page. I encouraged them to be clearer than they think they need to be with their peers about what they’re focusing on, why it’s important, and how it leads to our school goals. ” “Part of our role as principal is to take the pure chaos that's going on in the district and filter that out. … We're doing way too many activities, we change our minds constantly, but we're a buffer that can buffer our team from that, and we can try to provide focus and context of why we're doing certain things. And leave out some of the ugly details …” “It's not so much the ‘what’ that’s the difficult bit for me, because trying to explain what our objectives are is actually quite simple. It's the ‘how’ bit. And I find just to talk about the objectives and then how the team are actually going to bring that to life so that they’ve got a stake in some of the actions that they want to follow through on. ” “What can success sound like? ” Copyright © 1993 -1998, 2014 Gallup, Inc. All rights reserved.

ENGAGEMENT CONVERSATIONS 33

ENGAGEMENT INCREASES with repeated administrations of the Q 12 employee engagement survey. Teams who have intentional discussions and take simple actions to build engagement realize the biggest gains. 34

STRENGTHS AWARENESS: THE 34 TALENT THEMES Achiever Analytical Activator Arranger Adaptability Belief Command Connectedness Deliberative Empathy Harmony Individualization Communication Consistency Developer Focus Ideation Input Competition Context Discipline Futuristic Includer Intellection Learner Relator Self-Assurance Woo Maximizer Responsibility Significance Positivity Restorative Strategic 35

ANY QUESTIONS? Copyright © 2014 Gallup, Inc. All rights reserved. 36

TAKEAWAYS, QUESTIONS, & NEXT STEPS Jerlene_mosley@gallup. com 37