Marketing Mix of Hero Honda

Topics: The Gallup Organization, Employment, George Gallup Pages: 11 (2077 words) Published: October 1, 2010
Overview of the Gallup Organization’s Q-12
What do the most talented employees
need from their workplace? What do
they need to thrive? What do they need
to stay engaged and to do their best
work? These were some of the
questions that the Gallup Organization
set out to answer with a comprehensive
research study that has spanned the last
twenty-five years. The study has
produced many important findings, the
most powerful of which is that talented
employees need great managers. While
factors such as daycare facilities,
vacation plans, profit sharing, and
commitment to employee training may
play some role in the attraction and
retention of talented employees; research
indicates that an employee’s immediate
supervisor is more important. Locations,
branches or stores within a single
company can have remarkably different
environments and varying productivity,
employee retention and satisfaction
rates. Cases such as these indicate that a
poor manager can derail the efforts of
even the best companies.
The Gallup study went further and
attempted to determine the minimum
number of survey items necessary to
accurately measure the environment of
the strong workplace. It has been
difficult to find a link between employee
opinion and business unit performance
in the past, but that was the goal. After
sifting through a mountain of data
dealing with an enormous number of
questions that have been asked
throughout Gallup’s history the field was
narrowed to twelve items. These
questions are special because of their
ability to differentiate. The only items
kept were those where the most engaged
employees answered positively, and
everyone else answered neutrally or
negatively. The twelve questions do not
capture everything you may want to
know about your workplace, but they do
capture the most important information.
They measure the core elements needed
to attract, focus, and keep the most
talented employees. The questions are
as follows:
1. Do I know what is expected of me at
2. Do I have the materials and
equipment I need to do my work
3. At work, do I have the opportunity to
do what I do best every day?
4. In the last seven days, have I
received recognition or praise for
doing good work?
5. Does my supervisor, or someone at
work, seem to care about me as a
6. Is there someone at work who
encourages my development?
7. At work, do my opinions seem to
8. Does the mission/purpose of my
company make me feel my job is
9. Are my co-workers committed to
doing quality work?
10. Do I have a best friend at work?
11. In the last six months, has someone
at work talked to me about my
12. This last year, have I had
opportunities at work to learn and
At first glance, the questions seem rather
ordinary, but a closer examination
reveals the characteristics that make
them unique. First, the questions contain
extremes that make it more difficult to
answer with a “5” or “Strongly Agree.”
Including extremes was a purposeful act
that helps discriminate between the most
productive departments and the rest.
Removing the extremes weakens the
question by eliminating the variability of
answers. Second, there is an obvious
absence of questions relating to pay,
benefits, senior management, or
organizational structure. The process
eliminated these types of questions
because they do not distinguish the great
employees from the average and poor.
All of those issues have some
importance in the workplace, but they
are not the answers to attracting and
retaining top performers.
The next step was creating a study to test
the 12 questions and to explore the
possible value they could provide
organizations. The questions were tested
in 2,500 business units with responses
from over 105,000 employees. Results
indicate that employees who responded
more positively to the twelve questions
also worked in business units...
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