Element 3 What I Do Best

Turning Around Employee Turnover

Thu, 08 May 2008 09:45:00 GMT

Companies can reduce costly churn if managers know what to look for. But they usually don’t -- and that's because too many managers think money is at the root of the turnover issue. This article uncovers the real sources of the problem and reveals the reasons most people quit. Find out how to keep good employees from walking out the door.

The Third Element of Great Managing

Thu, 14 Jun 2007 00:00:00 GMT

The ramifications of matching employees to what they naturally do best are profound. So much so that this aspect of work life emerged as one the elements that best predict the performance of an employee or team. The authors of the New York Times bestseller 12: The Elements of Great Managing explain.

Mastering the Art of Office Politics

Thu, 12 Jan 2006 00:00:00 GMT

It's widely believed that those who get ahead in office politics must be dupes, stooges, or yes-people. But the reality is quite different. Gallup has found that among the most successful organizations, many people who get ahead are solid performers and highly effective in their roles. What's their secret? They use their innate talents to rise through the ranks -- and to master the politics of their workplaces.

Wake-Up Call for Thailand, Inc.

Thu, 12 May 2005 00:00:00 GMT

If the Thai government is counting on that country's employees to fuel a vibrant, progressive economy, it should be forewarned that its efforts may remain stuck in neutral. A recent Gallup Employee Engagement Index survey in Thailand revealed that "engaged" employees make up only 12% of the country's employee population.

How to Keep Talented Staff

Thu, 11 Sep 2003 00:00:00 GMT

As more Thai firms try to compete in the global market, they learn that the quality of their people is critical to winning business. Those firms often start by asking "How do we select talented employees?" But a smarter question would be "How can we keep our talented employees?" -- because the financial implications of losing a single talented worker are enormous.

Leadership Discussion Questions

Mon, 23 Sep 2002 00:00:00 GMT

Corporate leaders should consider critical human-capital matters in their leadership actions and discussions every day. The 100+ Leadership Discussion questions will help corporate leaders jump-start these discussions in their companies. The questions address four broad areas of Gallup Path Management: Leadership, Finance, Strategy, and Workplace.

Okay -- I have reviewed my top five themes. Now what am I supposed to do? What's next?

Sat, 15 Dec 2001 00:00:00 GMT

We advise you to do three things. First, take a moment to reflect on your Signature Themes -- your "top five" -- as revealed by the Clifton StrengthsFinder. Do you agree with your top five? Are there some other themes within the full list of 34 that, in your opinion, capture your spirit, your essence, more accurately?

Feedback for Real

Thu, 15 Mar 2001 00:00:00 GMT

Five years ago The Gallup Organization decided to create a better feedback process for employers large and small. The primary goal was to identify and measure the elements of worker engagement that are most powerfully linked to improved business outcomes -- be they sales growth, productivity, customer loyalty, and so forth -- and the generation of value. The result was a 12-question survey in which employees are asked to rate their response to each question on a scale of one to five.

Is Your Company Bleeding Talent?

Mon, 09 Oct 2000 00:00:00 GMT

What does the phrase "becoming an employer of choice" mean? For many organizations, it refers to their strategies to attract talented employees. And once an organization has done the hard work of recruiting top performers, the next step is to figure out how to keep them.

Item 3: Doing What I Do Best

Mon, 05 Apr 1999 00:00:00 GMT

Full human potential is realized only when people are in a position to use their talents and strengths. Great performance is found when an individual's natural talents fit his or her role. Matching the right person with the right job is probably the most significant challenge organizations and managers face today.