1.
Founded 1935
Dr. George Gallup

2.
3
More than 25 million
190countries
70languages

3.
4
OF EMPLOYEES WORLDWIDE
ARE ENGAGED IN THEIR JOBS.
13%
O N L Y
Copyright © 2014 Gallup, Inc. All rights reserved.

4.
5
 Where is Indonesia in the global workplace?
 What Indonesian businesses should do

5.
WHERE IS INDONESIA IN THE GLOBAL
WORKPLACE?
6

6.
EMPLOYEE ENGAGEMENT –
TAPPING INTO HUMAN MOTIVATION
Engaged Not Engaged Actively Disengaged
These employees are loyal and
psychologically committed to
the organisation. They are more
productive and more likely to
stay with their company for at
least a year.
These employees may be
productive, but they are not
psychologically connected to
their company. They are more
likely to miss workdays and
more likely to leave.
These employees are physically
present but psychologically
absent. They are unhappy with
their work situation and insist on
sharing this unhappiness with
their colleagues.
Copyright © 2014 Gallup, Inc. All rights reserved. 7
8% 77% 15%

7.
ENGAGEMENT BY REGION
8
N. America:
29%
18%
Western Europe :
14%
20%
MENA:
10%
35%
East Asia:
6%
26%
World
Average
13%
63%
24%
Latin America:
21%
19%
South East
Asia:
12%
14%
South Asia:
10%
29%
The highest levels of
disengagement
globally
The lowest proportion of
engaged workers is in East
Asia
Panama has the
highest engagement
Australia &
NZ:
24%
16%
Copyright © 2014 Gallup, Inc. All rights reserved.

8.
9
15%
8%
15%
8%
2%
26%
32%
23%
31%
76%
81%
77%
63%
84%
68% 60%
67%
60%
9% 11% 8%
29%
14%
6% 9% 11% 9%
Singapore Malaysia Indonesia Philippines Thailand China Taiwan Korea India
Actively Disengaged Not Engaged Engaged
OPPORTUNITY FOR INDONESIA TO GROW

9.
10
WHAT INDONESIAN
BUSINESSES SHOULD
DO

10.
11
13%
8%
47%
63%
0%
10%
20%
30%
40%
50%
60%
70%
Global
Workforce
Indonesian
Workforce
Median of
Gallup's Clients
GGWA
Winners
%Engaged
Copyright © 2014 Gallup, Inc. All rights reserved.
DOUBLING ENGAGEMENT IS POSSIBLE

11.
What gets measured, gets managed
-Peter Drucker-
If you don't measure
you can't manage
you can't control
you cant improve
you lose money
12

12.
GALLUP Q12
EMPLOYEE ENGAGEMENT SURVEY
13
1993 Fortune 500 interviewed:
How do you create positive culture change?

13.
THE GALLUP DIFFERENCE…THERE ARE SURVEYS….
AND THEN THERE ARE SURVEYS
14
Gallup Philosophy Others
Assessment Measurement Diagnostic Measurement
Proven Performance Enhancement
Management tool
A collection of items
Simple and Actionable Generalized undefined action plans
Enables effective culture change Tick box mindset
Program infrastructure Survey focus
Builds competitive advantage ‘been there, done that’
Core expertise and continued focus Also do Employee Surveys
Common mistake : Measure the wrong thing or measure right
thing ineffectively

14.
RESEARCH BEHIND THE Q12
15
“I have received recognition for good
work”
“In the last 7 days, I have received
recognition or praise for doing good
work”
More productive workgroups
Less productive workgroups
Criteria
1. Sort between high-performing and
low-performing teams
2. Linked to business outcomes
3. Can be locally owned and improved

15.
16
THE 12 ITEMS THAT MEASURE
EMPLOYEE ENGAGEMENT
Copyright © 2014 Gallup, Inc. All rights reserved.
EMPLOYEE’S NEEDS
Knowing What’s Expected Focus Me
Materials and Equipment Free Me From Unnecessary Stress
Opportunity to Do Best Know Me
Recognition and Praise Help Me See My Value
Someone at Work Cares Care About Me
Someone at Work Encourages Development Help Me Grow
Opinions Count Hear Me
Connection to the Company Mission Help Me See My Importance
Committed to Quality Work Help Me Feel Proud
Best Friend at Work Help Me Build Trust
Talking About Progress Help Me Review My Contribution
Opportunities to Learn and Grow Challenge Me

16.
Opportunities to learn and grow
Progress in last six months
I have a best friend at work
Coworkers committed to quality
Mission/Purpose of company
At work, my opinions seem to count
Someone encourages my development
Supervisor/Someone at work cares
Recognition last seven days
Do what I do best every day
What do I get?
What do I give?
Do I belong?
How
do we
grow?
I have materials and equipment
I know what is expected of me
at work
17
ENGAGEMENT HIERARCHY

17.
Establish
Excellence
Develop
Capabilities
Drive
Accountability
Measurement must be supported by a
rigorous organizing framework that:
– Establishes Excellence
– Develops Capabilities
– Drives Accountability
18
MEASUREMENT ALONE WILL NOT DRIVE
CHANGE
Copyright © 2013 Gallup, Inc. All rights reserved.
Measurement without targeted
action is useless

18.
Cohort Learning Teams Branch Tours Call Center Listen-Ins
Train the Champion Huddle Cards Coaching Calls
Executive Strategy Sessions Executive Coaching Coaching Curriculum
Onboarding Program Action Planning Red-Zone Analysis
Partnership Plans Client Online Website/Blog Communication Plans
Train the Managers
One-on-One Engagement
Guides
Strengths Development
Great Managers Program Role Play Triad Coaching Calls
Time Management Barrier Analysis HiPo Programs
Succession Planning Lobby Management Leadership Development
SWAT Teams Best Practice Analysis Strengths-Based Coaching
Good-Better-Best SMART+3 Brand Ambassadors
CHANGE MANAGEMENT INITIATIVES
EXAMPLES
Copyright © 2013 Gallup, Inc. All rights reserved. 19

19.
What is necessary to help a person excel in
his/her role?

20.
RECIPE FOR STRENGTH
Talent
(a natural way of
thinking, feeling,
or behaving)
Time
Investment
(time spent developing
your skills, building your
knowledge base, intention,
and effort)
X
Strength
(the ability to consistently
provide near-perfect
performance in your role)
=
Copyright © 2013 Gallup, Inc. All rights reserved. 21

21.
PEOPLE WHO FOCUS
ON USING THEIR STRENGTHS . . .
. . . are three TIMES more likely to report
having an excellent quality of life
. . . are six TIMES as likely
to be engaged in their jobs
Copyright © 2013 Gallup, Inc. All rights reserved. 22

22.
CLIFTON STRENGTHSFINDER®
BY THE NUMBERS
 34 main themes of talent
 More than 40 years of research
 Originally based on more than 2 million
interviews
 Now taken by more than 11 million individuals
 More than 5,000 per day
 50+ countries
 20+ languages
Copyright © 2010, 2013 Gallup, Inc. All rights reserved. 23

23.
24
Gallup Asia Summit 2015
Building High-Performance Organizations

24.
Q&A
25

25.
COPYRIGHT STANDARDS
26
This document contains proprietary research, copyrighted materials and literary property of Gallup, Inc. It is
for the guidance of your company only and is not to be copied, quoted, published or divulged to others
outside of your organisation. Gallup® and Q12® are trademarks of Gallup, Inc. All other trademarks are the
property of their respective owners.
This document is of great value to both your organisation and Gallup, Inc. Accordingly, international and
domestic laws and penalties guaranteeing patent, copyright, trademark and trade secret protection protect
the ideas, concepts and recommendations related within this document.
No changes may be made to this document without the express written permission of Gallup, Inc.
Copyright © 2013 Gallup, Inc. All rights reserved.

26.
More productive workgroups
High ratingLow rating
Poor Question
“I feel I am paid the right amount.”
Less productive workgroups
High ratingLow rating
Great Question
“At work, I have the opportunity to
do what I do best every day.”
Criteria
1. Sort between high-performing and
low-performing teams
2. Linked to business outcomes
3. Can be locally owned and improved
27
WHY ONLY 12 QUESTIONS?

27.
ENGAGEMENT HIERARCHY
Growth
Teamwork
Management
Support
Basic Needs
28
• Opportunities to learn and grow
• Progress in last six months
• Best friend
• Coworker committed to quality
• Mission/ Purpose of company
• My opinions count
• Encourage development
• Supervisor/ Someone cares
• Recognition last seven days
• Do what I do best every day
• Materials and equipment
• I know what is expected

28.
DISENGAGEMENT AROUND THE WORLD
29Source: Huffington Post, Gallup data

29.
WHAT DOES THIS TALENT LOOK LIKE?
30Copyright © 2013 Gallup, Inc. All rights reserved.
Managers with high talent have the
courage to push past resistance and
lead their team in the needed direction
Without talent, managers lack
followership and struggle to
create change

30.
WHAT DOES THIS TALENT LOOK LIKE?
31Copyright © 2013 Gallup, Inc. All rights reserved.
Managers with high talent drive their
team to succeed and make sound
decisions based on solid business
thinking
Without talent, managers may miss
key opportunities for driving ROI for
the team’s time and effort

31.
WHAT DOES THIS TALENT LOOK LIKE?
32Copyright © 2013 Gallup, Inc. All rights reserved.
Managers with high manager talent
build teams with great relationships,
both on the team and with customers
Without talent, managers aren’t able to
build cohesive teams and often suffer
from dysfunction and strife

32.
WHAT DOES THIS TALENT LOOK LIKE?
33Copyright © 2013 Gallup, Inc. All rights reserved.
Managers with high talent create order
out of chaos and build a system that
enables team performance
Without manager talent, managers
struggle to organize the team’s
workflow, making it more difficult to
meet performance expectations

33.
 Conduct stakeholder interviews to understand the
role(s) and ensure the use of the right assessment
 Identify the current state of those metrics that matter
(role performance, recruiting efficiency, etc.)
SUGGESTED STEPS FOR IMPLEMENTATION
Copyright © 2013 Gallup, Inc. All rights reserved. 34
Copyright © 2013 Gallup, Inc. All rights reserved.
 Use predictive assessment results as a key factor in
future hires
 Utilize a discussion guide to learn more about
leveraging the talent of your new hire
 Develop an individualized development plan for each
new hire (based on talents)
 Closely monitor metrics like candidate flow, internal
hire rate
 After sufficient hires, conduct business impact
analysis
DISCOVERY
INTERVENTION
MEASURE OF
IMPACT
34