Employee Engagement
Recent reports from the USA and the UK, reported that management development is directly linked to
employee engagement – adding to the benefits of people development on performance. Where
development activity was highest, employee engagement levels were significantly higher.
Levels of employee engagement were correlated with the perceived skills of individual line managers
and with career development opportunities received. Given the established links between employee
engagement and performance, it reinforces the critical need for effective line management.
With the Gallup survey undertaken with more than 120,000 managers and staff globally, they further
defined 12 key elements (Q12) that encouraged high levels of engagement. The Q12 substantially
reflects the relationship between the employee and their immediate boss:
• Do I know what is expected of me at work?
• Do I have the materials and equipment I need to do my work properly?
• At work, do I have the opportunity to do what I do best every day?
• In the last seven days have I received recognition or praise for good work?
• Does my supervisor or someone at work seem to care about me as a person?
• Is there someone at work who encourages my development?
• At work, do my opinions seem to count?
• Does the mission of my company make me feel like my work is important?
• Are my co-workers committed to doing quality work?
• Do I have a best friend at work?
• In the last six months have I talked with someone about my progress?
• This last year have I had opportunities at work to learn and grow?
Add to this the reality that almost 40% of people leave their employment directly because of the
behaviour of their boss, lack of engagement has a huge cost on the business.