Manager Post Survey Training Handout

Management Engagement Training
2017 Survey
Reviewing Your Q12 Survey Results
Creating Action/Impact Plans with Your Team
Integrating Engagement into Your Everyday Work Life
Encouraging Peer Engagement
Next Steps for Managers
Appendices
Presented by UCSF Learning & Organization Development Department

1 UCSF Learning and Organization Development
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literary property of Gallup, Inc. It is for the guidance of your company only and
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UCSF Learning & Development Resources
Learning.ucsf.edu

What is Engagement and
Why Does it Matter?

What is Engagement?
Different for everyone
Engagement > Satisfaction
Engagement is based on an emotional connection

between the employee and organization.
Involvement, Enthusiasm, Discretionary Effort.
5 Copyright 2017 Gallup, Inc. All rights reserved.

Why Engagement Matters
Dedication
More loyal to the organization
Engaged employees share

More willing to put forth discretionary effort
certain characteristics that
help them to drive
performance outcomes.
More willing to trust and cooperate with
It is these attributes that others
the organization should
foster through the
engagement effort. More willing to work through challenges
(rather than adopt a victim mentality)
More willing to speak out about problems

and offer suggestions/comments
Ownership
6 Copyright 2017 Gallup, Inc. All rights reserved.

Who Owns Engagement?
Research suggests that peers have a significant influence on

engagement:
Source: Corporate Leadership Council

Your Role in Enhancing Engagement
Hire The Right Person

For the Job
Conduct
Encourage Peer
Action
Engagement
Planning
Integrate Leadership
Actions Into Work Life

Available Survey Results
Gallup provides three types of results:

Direct data: the responses of individuals who report directly to the
department manager. Available if 5 or more individuals in the unit
complete the survey.
Rollup data: the responses of all individuals who report directly and
indirectly to the department manager/director.
Verbatim data: open-ended responses to the question What could UCSF

do to make this an even better place to work? Available when there are
comments from at least 30 respondents. If not, they are rolled up to next
level managers report.
See Quick Guide and answers to FAQs to access your results.

Communicating and Creating
Action/Impact Plans with Your Team

Why are Communication of Results
and Action Planning Important?
Workgroups that show the greatest gain in engagement from one

year to the next do three things well:
They share and discuss their engagement results with one another.
As a team, they create an action plan to build engagement.
They work together throughout the year to make progress on the

action plan.

Explore Engagement With Your Team
When?
Results were to be reviewed with your team by May 30, 2017.
Complete action plans with your team and post by August 30, 2017.
How Long?
Schedule 30-60 minutes to review the results with your team.
Schedule 60-90 minutes for action planning.

Communicating the Teams Results
Share the results with your team.
Start a dialogue with mostly open-ended questions:

What do you think about our results? Does anything surprise you?
What is our highest-scoring Q12 item?
What are the most important things an outsider might learn about our
team from our results?
What are the headlines of our results?
???
Strong Correlation Between Action/Impact
Planning and Engagement
Average GrandMean Change in 2015-17 vs
UCSF Internal Accountability Index Quartile
0.30
Average GrandMean
0.20
0.20
Change
0.10
0.07
0.00
-0.05
-0.10
-0.10
-0.20
Bottom Middle Middle Top
<25 25<50 50<75 75+
(<3.20) (3.20 to (3.71 to (4.23+)
<3.71) <4.23)
(n=82) (n=80) (n=74) (n=83)
2017 UCSF Internal

Accountability Index Quartile
Note: UCSF Overall 319 Workgroups represented in this analysis;

14 UCSF Learning and Organization Development Quartile designation based on UCSF Internal Accountability Index Benchmarks
Copyright 2017 Gallup, Inc. All rights reserved.
Action/Impact Planning Process To Increase
Team Engagement
Strengths Progress
Action Connect to
Purpose Priorities and and
Plans Survey
Challenges Review

Revisit Your Teams Purpose Purpose
Highlight the departments purpose to make the Action Plan meaningful

to your team. Link it directly to the teams and UCSFs purpose and
priorities.
Purpose - A brief statement that highlights the main purpose that a
department serves in terms of the value it adds to UCSF and its customers.
Example statement for our department:

Enhance UCSFs success by providing resources to enhance the growth and
development of its people.

Revisit Your Teams Purpose Contd. Purpose
The following questions may help clarify the departments

purpose:
Who relies on our key services and how do we benefit them?
What services do we provide and what value do they provide to

customers?
What else makes our work meaningful?

Identify Team Priorities Priorities
Brainstorm to teams current/near future priorities that help

fulfill the departments purpose.
Consider ongoing priorities and major initiatives/projects.

E.g. Excellent Patient Care, Accurate and Timely Financial Reporting, Cost
Management, New System Implementation, Billing.
Select the top two or three priorities on the teams

brainstormed list

Identify Key Team Strengths
and
Strengths And Challenges Challenges
Brainstorm the key strengths and challenges that impact the teams
ability to meet the top priorities just identified.
Begin with brainstorming the strengths, then focus on the challenges.
What key strengths do we already have as a team that help us meet

our priorities at peak performance?
What key challenges do we face as a team that make it difficult to

meet our priorities at peak performance?
Preface the brainstorming of each of the above with a focus on how

the team operates and its needs (meaning more on what they can
influence). However, no need to censor the ideas as they are
generated.

Identify Key Team Strengths
and
Strengths And Challenges Challenges
At the end of the brainstorming, select:
The main strength that would have the most impact on

maintaining the teams success in meeting their top priorities.
The main challenge that, once addressed, would have the most
impact on increasing the teams success in meeting their top
priorities.

Generate Ideas For Action- Select
Improvement Action Plan Actions
Develop a plan to improve on the selected challenge. Focus on

challenges that the team can impact.
Brainstorm actions that would remove or address the

challenge.
Select two to three actions that would have the most impact on
the teams ability to meet the top challenge.

Generate Ideas for Action: Select
Strengths Actions
Strengths Action Plan

Develop a plan to sustain or improve on each selected strength.
Brainstorm actions that the team would continue to sustain

the strength identified earlier.
Select two to three actions that would have the most impact
on maintaining their identified strength.

Additional Tips For Action Plans Select
Actions
Focus on actions that have high impact compared to expended

effort:
For each plan, identify 3-4 actions with the most impact.
State your actions as specifically as possible.
Assign dates to review and to accomplish each action.
Use the Action Prioritization Grid to select the most effective

actions for your plans.

Select
Action Prioritization Grid Actions
Low
II I
TIME/EFFORT
III IV
High
IMPACT
Low High
Connect Back To Q12 Connect
Questions to Survey
Determine which survey questions would most likely be

impacted by the Improvement Action Plan.
When we succeed, what areas of engagement will we improve?
The action plan may relate to multiple areas of engagement.
Complete the Summary Action Plan template.
Post the Action Plans on a visible board in your department and

enter it into Galluponline.com by August 30, 2017.

ENGAGMENT IMPROVEMENT ACTION PLAN SUMMARY
TEAM PURPOSE:
TEAM PRIORITIES:
KEY CHALLENGES:
ACTIONS: WHEN WE WILL REVIEW:
Q12 SURVEY ITEM(S):
26 Enter Action Plans at Galluponline.com by 8/30/17

UCSF Learning and Organization Development
ENGAGMENT STRENGTH ACTION PLAN SUMMARY
TEAM PURPOSE:
TEAM PRIORITIES:
KEY STRENGTHS:
ACTIONS: WHEN WE WILL REVIEW:
Q12 SURVEY ITEM(S):
27 Enter Action Plans at Galluponline.com by 8/30/17

Progress
Progress and Review and Review
Keep the plans in a visible place where your team can see them
regularly.
Hold regular discussions with your team to maintain focus on the

plan actions and acknowledge the progress made.
Periodically tie the action plan and its progress to the survey,
especially during plan review meetings.

How to Review Your Plan Progress
and Review
Are we achieving the action items

we said we would?
No Yes
Review relevance of action items

to your purpose, priorities, Does achieving them help us
& sense of team realize our purpose and priorities?
engagement and revise
Yes
Continue progress & determine whether

to add other actions to realize
teams purpose and priorities
& enhance engagement

Integrate Leadership Actions Into
Everyday Work Life


For The Job
Conduct
Encourage Peer
Action
Engagement
Planning
Integrate Leadership
Actions Into Work Life

Start with Your Own Engagement
To sustain your own engagement level, try these actions:

Throughout the day, notice what you enjoy doing the most. Make a
note of it, and look for more ways to do what you enjoy again
tomorrow.
Spend some one-on-one time with your manager to learn where he

or she sees you doing your best work. Discuss opportunities for
devoting more time to those activities.
Include time in your day with the people or on tasks you enjoy.

What Keeps Your Team Members Engaged?
???
Examples of Best Practices To Build and
Sustain Staff Engagement
Holding team daily huddles with department leaders to review data on key
performance metrics and provide input/problem solve;
Reviewing progress of engagement plans every couple of

huddles/meetings;
Making goals, metrics and accomplishments visible to all and providing

greater amounts of decision-making authority to improve processes;
Helping employees feel safe to voice their opinions and to alert the team
to quality issues;
Encouraging and fostering peer recognition; and
Department and senior leader rounding with staff (go to gemba).
The above practices are intended to be integrated within Lean,

rounding or other proactive leadership practices.

Rate Of Improvement is Better In Best Practice Units
vs. UCSF Health Overall
Change in Score from 2015-2017 for Unit Based Teams
Note: Comparisons are for those people in each group who took the survey in both 2015 and 2017.

Copyright 1993-1998, 2017 Gallup, Inc. All rights reserved.
Self-Assessment: How Frequent are Your
Engagement Best Practices?
I do this regularly and consistently.
I try my best to focus on this, but
Assess your actions using the following checklist: sometimes things get in the way.
To be honest, I could really focus on this
more.
Item Green Yellow Red
I talk about key work responsibilities with every member on my team.

I encourage my team to learn about each others key work responsibilities.
I check whether my team has everything they need to do their best work.
I position my team members to make the best use of their strengths.

I give my team feedback on how we are meeting our goals.
I acknowledge and act upon my team members questions and comments.
I show the members of my team that I care about them and their success.
I promote/enable team members participation in activities beyond their roles.
I look for ways to expand team members skills, knowledge, and strengths.
I make a special effort to be visible to my team.
I frequently recognize my direct reports and others efforts &accomplishments.

I facilitate communication and collaboration within and outside our department.

Follow-Up Actions On Your Self-Assessment
Continue demonstrating behaviors you rated Green.

Select 1 or 2 impactful ways to increase frequency of Yellow or Red
behaviors.
Select areas first that have the most impact on your teams needs.
Focus your effort where there is a connection with Q12 results.
All the leaders actions listed are closely aligned with Lean Daily
Management Practices. Integrate them into your daily work with your
team.
Consider the following Learning and Development programs as
engagement resources for you or your staff: Leading the Frontline,
Skillsoft, Professional Staff Development (for staff), and online
learning.

Integrating Engagement with Daily Work:
Managers Touch Points
There are probably many situations throughout the day when you can
implement engagement best practices with your staff. What are
these touch points and when do they happen?
Weekly
Team
Daily Meetings
Huddle Daily
Employee
Rounding

Encouraging Peer Engagement


For the Job
Conduct
Encourage Peer
Action
Engagement
Planning
Integrate Leadership Action

Into Work Life

Your Role In Supporting Peer Engagement
Encourage opportunities for teamwork and a sense of belonging:

Set group expectations in addition to individual ones.
Boost peers knowledge of each others work.
Build opportunities for peers to interact within workflows.
Encourage professional peer feedback.
Incorporate peer recognition and appreciation into regular meetings.
Engagement Ambassadors can play a key role in peer engagement.

Source: 2010 CLC HR Engagement Research Survey
Your Staffs Role in Supporting Peer
Engagement
Helping Out
Approachability
Recognition
Positive Attitude
Providing Feedback
Source: Corporate Leadership Council; 2014 interviews with UCSF staff

Encourage Engagement Champions
After the action/impact planning process, encourage your survey

ambassador or an informal leader (non-supervisor) to promote peer
engagement.
Ensure that they are introduced to the peer engagement training.
Together, discuss options for them to lead:

A meeting with their peers to agree on constructive practices to
increase each others engagement; or
An informal approach that entails connecting with individuals or
small groups to encourage peer engagement practices.
Refer to the Peer Engagement Activity Guide at

http://tinyurl.com/UCSFEngagementResources

Next Steps For Managers

Next Steps For Managers
1. Review survey results with your team by May 30.
If your GrandMean is 3.0 or less, please consult with Learning and Organization
Development before conducting impact planning. Email
learninganddevelopment@ucsf.edu.
2. Work with your team to develop action/impact plans that address

team priorities:
Maintain or build on the area of strength with greatest impact.
Improve on the area of challenge with greatest impact.
3. Complete and enter into Galluponline.com by August 30.
Action/Impact planning is recommended, even if your unit does not have survey
results. Check with your organization for specific expectations.

Next Steps For Managers - Continued
4. Integrate engagement into your daily work.

5. Support peer engagement.
6. Follow up with your team on progress made on action plans.
7. Keep your next level manager informed of progress and needed
support.
For additional consultation regarding how to best communicate

results to your team, conduct action/impact planning, or follow up on
progress, contact LearningandDevelopment@ucsf.edu.

Help With Accessing Your Survey Unit Report
Gallup sent emails, with links to access survey results, to each unit
manager who has results.
NOTE: survey access from Gallup must be activated within 48 hours of
receipt of personalized link.
If you did not activate the link for the first time within 48 hours,
contact the Gallup helpline to request another: q12help@gallup.com
or (877) 425-5871.

Appendix I - Reviewing Your Q12
Survey Results

Instructions For Accessing Reports From
GallupOnline
Go to learning.ucsf.edu.
Click on Engagement tab.
Instructions in both video and PDF formats.

How to Access Your Reports
Direct or Rollup Scorecard (5+ respondents), click on Q12 Reports

Verbatim Report (30+ respondents), click on Q12 Static Reports

First, Review Your Teams Results On Your
Own
Review your departments results on your own before exploring them

with your team.
Points to keep in mind:
The reports provide a snapshot in time of your teams engagement.
Be curious, dont jump to conclusions.
Consider the context of your teams recent history.
Look at the results which show the biggest increase in engagement.
Look for results that deserve recognition for the team.
51 UCSF Learning and Organization Development Copyright 2011 Gallup, Inc. All rights reserved.
Key Elements Of The Summary Card

Key Elements On The Scorecard
Mean Percentile
Total N The total Rank The
number of people percentile rank in
who responded to Gallups overall
the Q12 item. database of the
Q12 items
Current Top Box Last Top Box The
The percentage of percentage of 5
5 (Strongly Agree) (Strongly Agree)
responses for the responses for the
most recent Q12 previous Q12
survey. survey.
Last Mean The
Current Mean The average response,
average response, on a 5-point scale,
on a 5-point scale, for the Q12 item on
for the Q12 item on the previous Q12
the most recent survey.
Q12 survey.
Frequency
Distribution A
visual scale with
Top Box color-coded
Percentile Rank response
The percentile rank distributions. Click
in Gallups overall to display a pop-up
database of the window with
Q12 items top box detailed information
score. about the response
distribution.

Appendix II:
Q12 ENGAGEMENT RESOURCES

Q12 Definition Summary, Q1-Q3
Q1: I Know What Is Expected Of Me At Work

This is more than simply knowing the tasks needed to complete your job; it is understanding the steps of
your work and how success will be measured in the context of the success of the unit or organization.
It is an awareness of how what one person is supposed to be doing fits in with what everyone else in the
unit or organization is supposed to be doing.
Being able to evaluate and address changes in expectations and priorities when circumstances change.
Q2: I Have The Materials I Need To Do My Work Right

Having access to the tools and resources that you need to correctly complete your tasks.
These can be the standard materials regularly needed, or specific to your needs.
The word materials can be defined very broadly: Tools, resources, training on new systems, processes
and work area layout/environment, no distractions that can affect productivity.
Q3: At Work, I Have The Opportunity To Do What I Do Best Every Day

Being able to use your innate abilities, as well as your skills and knowledge, in your work.
Your competencies and individual preferences are matched to the requirements for your job.
Maximizing the frequency of optimal experiences, of being in gear, or in the zone.

Q4: In the Last Seven Days, I Have Received Recognition or Praise for Doing Good Work
This refers to recognition from anyone, not just your supervisor or manager.
Appropriate recognition depends on the person receiving it. Recognition can be public or private, verbal
or written, material or non-material. But, however you prefer to receive recognition, it should be specific
and timely.
Q5: My Supervisor, or Someone at Work, Seems To Care About Me as a Person

In a work setting, care might appear as positive relationships or support for one another with teamwork,
commitment, and readily sharing knowledge and skills.
Someone is taking an interest in your personal life and activities.
Q6: Someone at Work Encourages My Development

Development means helping you improve your skills or get better at what you do.
Supporting your development can also mean helping you find roles or positions that fit your unique
combinations of skills, knowledge and talents. Development does not necessarily mean promotion.
This type of support is best when it is an informal, voluntary, mutually agreeable, and self-selected
interaction between two people.

Q7: At Work, My Opinions Seem to Count

You are frequently asked for your input and it is seriously taken into consideration when decisions are
made.
You feel that there is access to channels of communication across all levels of organization and that your
manager works to maintain those channels.
Q8: The Mission or Purpose of My Company Makes Me Feel My Job is Important

You identify with the organizations mission and purpose.
You know how your job fits into the grand scheme of things and that it contributes to the organizations
mission.
Q9: My Associates or Fellow Employees are Committed to Doing Quality Work

You believe your team is committed to quality.
You work in an environment of honest and complete communication about quality issues.
On your team, you understand each others work, and respect each others efforts and results.

Q10: I Have a Best Friend at Work

You have a strong sense of affiliation with someone on your team.
You have a relationship where you can share information and help othersespecially when support is
needed.
There is someone on your team that you watch out for, and who watches out for you.
Q11: In the Last Six Months, Someone at Work Has Talked to Me About My Progress
Someone has told you how youre doing, how you are perceived, and where your work is leading.
This refers to regular, insightful, personal feedback with active listening, not only formal performance
reviews.
Q12: This Last Year, I Have Had Opportunities at Work to Learn and Grow
Ive been given an opportunity for self-improvement; I have a chance to get better at what I do.
I feel that I am learning and am genuinely interested in improving my work.
I feel that I am making progress in my career.
Im given the chance to grow in a variety of ways, such as training and developmental assignments,
trying new things, finding more efficient ways to do my job.

Further Reading On Engagement
12: The Elements of Great Managing Rodd Wagner and James

K. Harter
The 1001 Rewards and Recognition Fieldbook Bob Nelson, Dean

Spitzer
The Art of Engagement Jim Haudan
Engaged Leadership Clint Swindall
Engaging the Hearts and Minds of all your Employees Lee J.

Colan
Employee Engagement Macey, Schneider, Barbera and Young
Make their Day Cindy Ventrice

Development Resources for Managers and
Staff
Development workshops for managers.
Professional Staff Development series for staff (registration through

UC Learning Center: https://learningcenter.ucsfmedicalcenter.org/).
Learning portals for staff and managers (http://learning.ucsf.edu).
If you would like to request unit-specific planning or facilitation

support, please contact learninganddevelopment@ucsf.edu.

60
Online Learning - Skillsoft
Professional and leadership e-Courses - 1,100+
Continuing Education Units BRN (Nursing), PMI (Project

Management), and NASBA (Accountancy)
Prepare for additional certifications (HR, PM, etc.)
Desktop e-Courses- 500+ Microsoft Office, iPhone, and office

productivity software training
Short videos and live events
IT based e-Courses 18,000+

61
Skillsoft & CEs/Certifications

62
Other Engagement Tools And Resources
L&OD website: http://tinyurl.com/UCSFEngagementResources

Link to Gallup Website
Gallup Online Quick Reference Guide
How to Access Q12 Reports
Other engagement resources are also available on the site.

Appendix III:
ACTION PLANNING
FACILITATION GUIDELINES

Recommendations for Facilitation Challenges
During Action/Impact Planning
Prior to the action planning sessions, determine if it is best for you to

facilitate the action planning session or ask an informal leader from
your group to facilitate.
If during the meeting people are silent: Ask them to talk to each other in
clusters of 3-4, and after a few minutes, open the discussion to the whole
group.
If one or two people dominate the group discussion: Use brainstorming

rules on following slide to get input.
If people bring up unrelated topics: Write the topics in a parking lot for
future follow-up, and remind them of the original topic.
If people bring up problems that are outside the units ability to remedy:
Ask what they can do about the problem within their circle of influence.

Sample Group Norms
Help make this a safe zone.
Keep an open mind.
Respect differences of opinions.
Avoid side conversationsspeak one at a time.
Presume good will.
Speak on your own behalf.
Share openly.
Listen actively.
Silence electronics.

Brainstorming Rules
Take turns, in sequence.
One brief thought at a time.
Avoid critique or analyzing the ideas.
Build on the ideas of others.
It is OK to pass.
Record the ideas without changing the meaning.

Consensus Decision Steps
1. Define the desired outcome: a decision about which area the team
will focus its engagement efforts on.
2. Identify 3 - 5 evaluation criteria for the decision (i.e., whatever the
decision, it has to have a high impact on engagement; be within
the units sphere of influence; relate to current priorities; etc.).
3. Brainstorm solutions, using Brainstorming Rules (see slide 68).
Emphasize that no analysis or decision will be made during
brainstorming.
4. Apply evaluation criteria to the brainstorming list and remove ideas
that do not fit.
5. Examine remaining options to find out if clear decisions emerge.
Copyright 2003 APS

Consensus Decision Steps, Contd.
6. If no decision emerges, narrow remaining options by discussing

pros and cons of most viable ideas, utilizing the evaluation criteria.
7. If above steps do not result in a final decision and you have a few
viable decisions, use voting to select the best option that meets
evaluation criteria.
8. Check with all participants to ensure that they can commit to the
decision, support it and fully implement it.
9. Check again to find out if anyone cannot commit to, support, or
fully implement the solution. If so, find out their reasons and
address in a group discussion.
69 Copyright 2003 APS


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Management Engagement Training

Presented by UCSF Learning & Organization Development Department

Parts of this document contain proprietary research, copyrighted materials, and

2 UCSF Learning and Organization Development

3 UCSF Learning and Organization Development

4 UCSF Learning and Organization Development

Engagement > Satisfaction

Engagement is based on an emotional connection

Involvement, Enthusiasm, Discretionary Effort.

5 Copyright 2017 Gallup, Inc. All rights reserved.

Engaged employees share

More willing to speak out about problems

6 Copyright 2017 Gallup, Inc. All rights reserved.

Research suggests that peers have a significant influence on

Source: Corporate Leadership Council

7 UCSF Learning and Organization Development

Hire The Right Person

8 UCSF Learning and Organization Development

Gallup provides three types of results:

Verbatim data: open-ended responses to the question What could UCSF

See Quick Guide and answers to FAQs to access your results.

9 UCSF Learning and Organization Development

10 UCSF Learning and Organization Development

Workgroups that show the greatest gain in engagement from one

As a team, they create an action plan to build engagement.

They work together throughout the year to make progress on the

11 UCSF Learning and Organization Development

12 UCSF Learning and Organization Development

Share the results with your team.

Start a dialogue with mostly open-ended questions:

2017 UCSF Internal

Note: UCSF Overall 319 Workgroups represented in this analysis;

15 UCSF Learning and Organization Development

Highlight the departments purpose to make the Action Plan meaningful

Example statement for our department:

16 UCSF Learning and Organization Development

The following questions may help clarify the departments

What services do we provide and what value do they provide to

What else makes our work meaningful?

17 UCSF Learning and Organization Development

Brainstorm to teams current/near future priorities that help

Consider ongoing priorities and major initiatives/projects.

Select the top two or three priorities on the teams

18 UCSF Learning and Organization Development

Begin with brainstorming the strengths, then focus on the challenges.

What key strengths do we already have as a team that help us meet

What key challenges do we face as a team that make it difficult to

Preface the brainstorming of each of the above with a focus on how

19 UCSF Learning and Organization Development

At the end of the brainstorming, select:

The main strength that would have the most impact on

20 UCSF Learning and Organization Development

Develop a plan to improve on the selected challenge. Focus on

Brainstorm actions that would remove or address the

21 UCSF Learning and Organization Development

Strengths Action Plan

Brainstorm actions that the team would continue to sustain

22 UCSF Learning and Organization Development

Focus on actions that have high impact compared to expended

Use the Action Prioritization Grid to select the most effective

23 UCSF Learning and Organization Development

Determine which survey questions would most likely be

Complete the Summary Action Plan template.

Post the Action Plans on a visible board in your department and