Focus Areas

• Direction Employees don’t believe in company direction.
  “I believe SampleCo is going in the right direction”

  Groups most affected:

  • Managers
  • Lexington employees
  • Remote – UK Managers

  Why direction matters:

  At your organization, responses to this statement tended to match engagement results. The issues behind these falling scores likely have a notable impact on business outcomes. Employees who believe in the direction of your company invest more of themselves because they know it will make a difference.

  Suggested quick fixes:

  • Make your organization’s direction visible throughout the workspace. Post it in meeting rooms, common areas, etc.
  • Share stories and examples of company direction in action.
  • Reinforce organizational direction in all communication.
  • Check out the Field Guide to Direction to learn more.
• Clued-in Leaders Employees think senior managers don’t understand what’s really happening.
  “Senior managers understand what is really happening at SampleCo”

  Groups most affected:

  • Managers making more than $100k
  • Employees making more than $100k
  • Managers

  Why clued-in leaders matters:

  At your organization, responses to this statement tended to match engagement results. The issues behind these falling scores likely have a notable impact on business outcomes. If senior managers know what’s really happening, their decisions will boost trust and alignment across the organization.

  Suggested quick fixes:

  • Encourage everyone, especially leaders, to practice active listening skills. Take the time to model active listening in your conversations.
  • Make a point of asking employees for input during meetings.
  • Actively demonstrate a genuine open-door policy for all employees.
  • Check out the Field Guide to Clued-in Leaders to learn more.
• Concerns Employees think managers don’t care about their concerns.
  “My manager cares about my concerns”

  Groups most affected:

  • Operations employees hired 6-12 months ago
  • Operations employees
  • Employees hired 6-12 months ago

  Why concerns matters:

  At your organization, responses to this statement tended to match engagement results. The issues behind these falling scores likely have a notable impact on business outcomes. Though often underestimated, caring relationships at work are really important to well-being. On top of that, managers have a huge impact on daily life.

  Suggested quick fixes:

  • Encourage managers to schedule 1:1 meetings with their direct reports and make time to discuss their concerns.
  • Prioritize human connection at work. Eat lunch with colleagues, don’t jump always straight to business, and make an effort to remember details from outside work.
  • Ask senior managers to take genuine, respectful interest in their employees’ lives both in and out of the work environment. Modeling this behavior will carry through the organization.
  • Check out the Field Guide to Concerns to learn more.

• Managers scored well below expectations
  Top concerns:

  • Not believing in SampleCo’s direction
  • Senior managers not understanding what’s really happening
  • Not enabled to work at full potential

  Groups most affected:

  • Operations employees
  • Specialized Operations employees

  Why this matters:

  This large group has very low scores.
• Employees hired less than a year ago are a large negative group
  Top concerns:

  • Not believing in SampleCo’s direction
  • Senior managers not understanding what’s really happening
  • Managers not caring about concerns

  Groups most affected:

  • Managers

  Why this matters:

  Due partly to falling scores, this forms a large negative group.
• Lexington employees scored well below expectations
  Top concerns:

  • Not believing in SampleCo’s direction
  • Senior managers not understanding what’s really happening
  • Managers not caring about concerns

  Groups most affected:

  • Employees making more than $100k
  • Managers making more than $100k
  • Managers

  Why this matters:

  This group has very low scores.