2. DIRECT MANAGERS
ACCOUNT FOR 70%
OF THE VARIANCE IN
EMPLOYEE ENGAGEMENT
Source: Gallup - http://www.gallup.com/file/services/182216/StateOfAmericanManager_0515_mh_LR.pdf
3. THE LIKELIHOOD AN EMPLOYEE
WILL BE ACTIVELY DISENGAGED
DROPS TO 1% WHEN THEIR
MANAGER PRIMARILY
FOCUSES ON STRENGTHS
Source: Gallup - http://www.gallup.com/file/services/182216/StateOfAmericanManager_0515_mh_LR.pdf
6. ONLY 32% OF U.S.
WORKERS ARE FULLY
ENGAGED AT WORK
Source: Gallup - http://www.gallup.com/file/services/182216/StateOfAmericanManager_0515_mh_LR.pdf
7. WORLDWIDE, ONLY 13%
OF WORKERS ARE FULLY
ENGAGED AT WORK
Source: Gallup - http://www.gallup.com/file/services/182216/StateOfAmericanManager_0515_mh_LR.pdf
8. THE "IT'S NOT
ENOUGH"
TO THE NUMBER
OF CHECKED OUT
EMPLOYEES
C U R R E N T S T A T E L I N K S C L E A R L Y
18. WHO FOCUS ON THEIR
STRENGTHS DAILY SEE A
7.8% IMROVEMENT
PRODUCTIVITY
WHO FOCUS ON THEIR
STRENGTHS DAILY SEE A
12.5% IMPROVEMENT
EMPLOYEESTEAMS
Source: Gallup's database of strengths-based development interventions. As of this report, Gallup's historical
client database contained data from 25 million Q12 respondents from 2.8 million workgroups in 195 countries.
19. WHO RECEIVE
STRENGTHS
FEEDBACK SEE A
14.9% IMROVEMENT
TURNOVER
COMPANY
LEVEL
Source: Gallup's database of strengths-based development interventions. Turnover data was from a study of 65,672 employees.
20. WHOSE MANAGERS
RECEIVED STRENGTHS
FEEDBACK SEE AN
8.9% IMROVEMENT
PROFITABILITY
BUSINESS
UNITS
Source: Gallup's database of strengths-based development interventions. As of this report, Gallup's historical
client database contained data from 25 million Q12 respondents from 2.8 million workgroups in 195 countries.