建设人本文化的工作环境.ppt

Here is what Gallup did to find the few, right questions...we tested thousands of different questions We found five consistent factors Policy/procedure:Senior mgt/Overall company: Personal intention:Immediate supervisor:Team We identified the best questions to meaure these categories We did a few studies looking at what questions the most productive departments rated highly as compared to less productive departments….when the dust settled we were left wth 12 This is the scientific reason these questions are among the 12. A question about pay - and we tested many of them - does not distinguish between productive workgroups and those who are struggling. If you ask about pay, everyone wants a raise. So what do you do with that information? This case study comes from a retail company consisting of 300 stores and about 40,000 employees. For the last 3 years, this company has administered the Q12TM survey. Notice how their overall company scores increased each year. They went from being within Gallup’s 46th Percentile to being within our 62 Percentile. What we saw was a shift in the bell curve for this organization. That is the goal of working with the Q12TM. Your company will not turn all your poor performing units into excellent ones, but you may be able to notice a shift in your curve where all units are improving incrementally. Also, we see a huge range in scores within every organization we study. In every company there are some workgroups with very high scores. There are also workgroups with much lower scores in the same company. People often ask us who the best practice companies are in our database. The truth of the matter is, there are no best practice companies when it comes to the Q12TM. There are only best practice workgroups. And you have some of those workgroups in your organization. What did this shift do to the performance of the company? Look what happened to the Market Capitalization of this organization from 1997 to 1999. (Market Capi