Bridge-2016-696x449.jpg' alt='The Darts Masters Coaching Course Free Download' title='The Darts Masters Coaching Course Free Download' />WHEN GALLUP LAST RELEASED THE State of the American Workplace report in 2013, conversations about the U.S.Tabtight professional, free when you need it, VPN service.State of the American Workplace.SOMETIMES PEOPLE ASK WHY THE 1.Gallups employee engagement survey havent been modified or updated over the years.The workplace has changed, so why not the questions We agree the workplace has changed.The workplace is being reshaped and redefined by the modern workforce and an evolving mindset that prioritizes life before job, coach before boss, strengths before weaknesses, development before satisfaction and ongoing conversations before annual reviews.Add to that all of the technologies that enable or impede productivity, collaboration and interaction, and it becomes clear that the nature of the workplace is shifting.Yet, underneath these changes are basic workplace needs human needs.Over the course of nearly 2.Gallup has continually reviewed the 1.When employees needs are met, they dont just become happier they become better performers.The end goal of any employee engagement strategy should be improved performance, not inspiring a certain feeling in employees or hitting a specific number in a survey.For organizations, the 1.And they havent changed because they continue to improve individual, team and organizational performance.When employees needs are met, they dont just become happier they become better performers.Organizations tend to get wrapped up in trying to move their overall engagement number and overlook the importance of the 1.Engagement can only really be improved when leaders and managers focus on these elements and approach them in ways that create stronger agreement with the elements.For organizations, the 1.In the forthcoming sections, Gallup has included an in depth overview of the elements, grouped by the four levels of employees performance development needs.For each engagement element, weve highlighted the most current U.Capitalized Software On Balance Sheet .S. data and the results from an analysis demonstrating how organizations can benefit from an increased focus on the element.We also have provided a brief description of the elements meaning and recommendations based on our clients best practices.BASIC NEEDS WHAT DO I GET Q0.I know what is expected of me at work.Six in 1.U. S.By moving that ratio to eight in 1.Clear expectations are the most basic and fundamental employee need.Employees who strongly agree that their job description aligns with the work they are asked to do are 2.But the greatest pitfall of the first element is that managers assume the simplicity of the statement means they have a simple solution when their employees disagree with this element If people dont know whats expected, Ill just tell them.Employees who strongly agree that their job description aligns with the work they are asked to do are 2.Helping employees grasp what is expected of them is about much more than telling them what to do.They need to understand the fundamentals of their work, which include, but are not limited to, their job description.Unfortunately, less than half of employees 4.Employees become even more dissatisfied with this element of engagement when leaders fail to articulate a clear strategy for managers and employees to build expectations around.In many cases, employees are being held accountable for work that may or may not align with the work they are being evaluated on.WHAT THE BEST DOTo optimize performance, organizations and managers must get this element right.The most effective managers define and discuss both the explicit and implicit expectations for the employees role and the teampaint a picture of outstanding performancehelp employees understand how their work aligns with the work of their team members, business area and organizationpartner with their employees to set expectationsfrequently provide formal and informal feedback to help employees reach their goals.As priorities, roles and circumstances change, great managers continually assess and fine tune expectations.BASIC NEEDS WHAT DO I GET Q0.I have the materials and equipment I need to do my work right.Three in 1.U. S.By moving that ratio to six in 1.Of the 1.Despite the functional nature of a question about materials and equipment, this engagement element measures both physical resource needs and potential barriers that exist between the employer and employee.Employees get frustrated with their manager or organization if they face goals and expectations that seem impossible to achieve.But like expectations, materials and equipment is not a checklist of tools parsed out to employees.Instead, it includes both tangible and intangible necessities for job performance.In todays workforce, information and empowerment are often as necessary to a job as technology and office supplies.Of the 1.WHAT THE BEST DOBehind the connection between equipment and stress lies an encouraging fact People want to do their jobs well.They want to be productive.The secret to improving in this element lies in the involvement, judgment and actions of managers.The most effective managers dont assume.Instead, they ask for and listen to their employees needsadvocate for those needs when organizational funds are requiredcommunicate transparently about what can and cannot be provided.Successful managers are also resourceful.The best managers find ways to use their teams ingenuity and talents when employee requests cannot be fully funded.From carving out time to learn from free educational sources to asking the best performers to create job guides to share with others, the best managers work with their employees and leaders in creative ways to find solutions for meeting equipment and material needs.INDIVIDUAL NEEDS WHAT DO I GIVE Q0.At work, I have the opportunity to do what I do best every day.Four in 1.U. S.By moving that ratio to eight in 1.One of the most powerful strategies a manager and organization can implement is providing employees with opportunities to apply the best of their natural selves their talents as well as their skills and knowledge.The third element of engagement is the most important factor to employees when considering whether to take a job with a different organization, and it is one of the main reasons they choose to leave a job.When organizations and managers focus on giving people an opportunity to do what they do best, they can better attract, engage and retain employees.Unfortunately, organizations can put too little emphasis on any individuals abilities or accomplishments for fear others will feel hurt or left out.But meaningful differences present opportunities not only to advance business interests but also to improve the careers and lives of employees.One of the most powerful strategies a manager and organization can implement is providing employees with opportunities to apply the best of their natural selves their talents as well as their skills and knowledge.WHAT THE BEST DOMatching the right person with the right job is a complicated responsibility.Successful managers start by understanding what a job requires and getting to know their employees as individuals.With that foundation in place, they more effectively can build a performance development environment where there is ongoing dialogue, awareness and recognition of strengthstalk to each employee about the unique value they provide to their team and organizationmake regular adjustments to align work, when possible, with team members strengths.Successful managers understand that, realistically, employees will have tasks and responsibilities that dont quite fall into the do what I do best category, but they ensure the persons overall role and career opportunities make the most of their talents and strengths.Ultimately, the best managers know in which areas their employees excel and position them in the organization so they are individually engaged while providing value to the organization.INDIVIDUAL NEEDS WHAT DO I GIVEQ0.In the last seven days, I have received recognition or praise for doing good work.Three in 1. 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