By Dr. Janice Presser
Big-city high-rises often have exercise/pool areas that rival the best-equipped health clubs. I like to use the one in my building as a study. Late one evening, relaxing in the hot tub after a day of constant business activity, I was joined by two young professionals who were having a discussion – actually a debate – on the topic of ‘engagement’ surveys. One is a psych major turned HR manager and the other a product manager with a degree in marketing. I’m going to call them ‘Psych’ and ‘Product.’
Psych was asking Product if he could get her a copy of the Gallup Q12 – a set of questions that test for ‘employee engagement’* so she could use it to survey people in her company. Product pointed out that the Q12 is copyrighted material, and went on to lecture Psych about the value of such attitude surveys – or more accurately, the lack thereof. He must have taken great notes in class. He cited chapter and verse from product marketing literature, summing it up by stating categorically that although people might give you rave reviews, if they aren’t buying your product, who cares?
Psych was not convinced. She had been given an assignment by her boss, and was determined to follow through. I felt sorry for her.
If you are – or know – someone who feels compelled to measure ‘engagement,’ especially if the assignment has career-altering consequences, here’s a set of questions that you can offer without exposing them to copyright infringement litigation. Why am I doing this? Well, I’ve done 30 years of study and research on what makes great teams great, and I know there is a big difference between a person’s attitude about their place on a team (their level of engagement, if you will) and the underlying factors that influence ‘teaming’ behavior. The former will tell you about existing conditions. The latter will tell you why, and what you can do about it, thereby bridging the gap between attitudes and business results.