Boosting Employee

Engagement

Manager Success
Workshop Series
A Framework for Member Conversations
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All other conversations are welcomed and encouraged.

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IDENTIFY DISENGAGED EMPLOYEES
Instructions:
1. Identify three employees in your span of control. Answer each question with a “yes” or “no.”
2. At the bottom of the worksheet, add up the total of “yes” responses and determine which employees

Employee Name

Question
Do I maintain an open, trusting, and mutually respectful relationship with this employee? Yes No Yes No Yes No

Do I know this employee’s objectives and work with him or her toward these goals? Yes No Yes No Yes No

Do I know that this employee perceives his or her total rewards to be fair and receives recognition
Yes No Yes No Yes No
for achievements?
Do I understand why this employee works here and not at another firm? Yes No Yes No Yes No

Do I understand if the working environment fits with this employee’s personal and career needs? Yes No Yes No Yes No

Do I understand and support this employee to expand his or her interests or hobbies? Yes No Yes No Yes No

Do I know if this employee’s attitude and physical health have been good for the past six months? Yes No Yes No Yes No

Do I know if the employee’s values are consistent with the organization’s values and culture? Yes No Yes No Yes No

Does this employee demonstrate passion and enthusiasm for his or her work? Yes No Yes No Yes No

Do I know how satisfied the employee is with aspects of his or her work situation? Yes No Yes No Yes No

Do I know if the employee’s current work is aligned with his or her long-term goals? Yes No Yes No Yes No

Have I discussed different career choices with this employee? Yes No Yes No Yes No

Am I currently and actively working with this employee toward his or her career goals? Yes No Yes No Yes No

Have I had a discussion with this employee about ways to contribute to the company? Yes No Yes No Yes No

Do I proactively support this employee’s development through training and challenging

Yes No Yes No Yes No
opportunities?
Total “Yes” Responses 0 0 0

Key
11–15 Highly engaged employee. This employee is likely highly committed to their job, eager to work hard, and hoping to stay.
6–10 Somewhat engaged employee. This employee is somewhat committed to the organization, but may not be giving their all and may be looking for other
opportunities.
0–5 Highly disengaged employee. This employee is likely not committed to the job. They are probably not working hard and likely looking for new opportunities.
© 2015­–2017 Gartner, Inc. and/or its affiliates. All rights reserved. HRLC172324  3
PREPARE INFORMAL FEEDBACK
Instructions: Use this template when preparing to provide either positive or constructive informal feedback to an employee on a specific
performance issue.

Positive Feedback Development Feedback

Employee Name or Role: Employee Name or Role:

Feedback Opportunity: Feedback Opportunity:

1 State the Action or Behavior 1 State the Action or Behavior

2 Note the Impact 2 Note the Impact

3 State Your Appreciation 3 Describe Alternate Behaviors and Preferred Outcomes

4 Provide Motivation to Continue Behavior 4 Keep Focused on the End Goal

© 2015­–2017 Gartner, Inc. and/or its affiliates. All rights reserved. HRLC172324  4

GUIDE TO PROVIDING INFORMAL FEEDBACK
A Few Last Words of Advice: Informal Feedback “Dos” and Don’ts”

Do Provide Informal Feedback Do Not Provide Informal Feedback

■■ That is fair and accurate ■■ That focuses on personality “weaknesses” or “flaws”

■■ That helps employees do their jobs better ■■ In front of others
■■ That is positive and refers to “development areas” ■■ That is unrelated to projects you are supervising
instead of “weaknesses” or “flaws” ■■ That is inappropriate or unrealistic for the employee’s
■■ That is specific job role and level
■■ In a timely manner, instead of long after the ■■ That is more appropriate for the employee’s formal
assignment is over manager to give
■■ That is relevant to the employee’s job role and level

Source: CEB analysis.

© 2015­–2017 Gartner, Inc. and/or its affiliates. All rights reserved. HRLC172324  5

BRAINSTORM EFFECTIVE RECOGNITION
Instructions: Think of something good one of your direct reports did recently. Write the name of the direct report and that accomplishment
on the lines below, and use the boxes to brainstorm how you will effectively recognize that employee.

Employee Name or Role:

Recent Accomplishment:

1. How will you thank 2. How will you describe 3. How will you explain how your
your employee? what your employee did? employee’s action added value?

Express your gratitude; it is key to Ensure your employee understands why Describe how your employee’s action
recognizing someone and making them they are being recognized so that they are helped you, the team, or the organization.
feel appreciated. What recognition method more likely to repeat the behavior in the
will you use? Where and how will you future.
recognize them?

© 2015­–2017 Gartner, Inc. and/or its affiliates. All rights reserved. HRLC172324  6

IS YOUR RECOGNITION EFFECTIVE?
Instructions: Use the below checklist to ensure you’re providing appropriate recognition.

Supports Goals Are you rewarding an action or behavior that links to the
and Values organization’s mission, vision, and values?
Are you rewarding an action or behavior that helps the team
accomplish its goals?

Relevant Is the recognition relevant to the actions and behaviors that are
important to your team and organization?
Have you explained why you are recognizing this particular action
or behavior?

Sincere Do you believe that the recognition you are giving is heartfelt?
Do you think that your colleague(s) will feel that your recognition
is sincere?

Adaptable Have you adapted the recognition to the colleague(s) receiving it

in a way that is motivating for him or her?
Are you doing something different based on what is important and
motivating for each individual colleague?

Meaningful Do you believe that this recognition is meaningful to the

colleague(s) receiving it?
Do you know what motivates your colleague(s) and what they find
important?

Timely Is the recognition being given close to when the behavior or action
occurred so that the link between the behavior and the result is
clear?

© 2015­–2017 Gartner, Inc. and/or its affiliates. All rights reserved. HRLC172324  7

TIPS FOR RECOGNIZING EMPLOYEES
Guidelines for Effective Praise

DOs: Guidelines for Effective Praise DON’Ts: Common Recognition Mistakes

Praise should be… Avoid…

■■ Soon: Timing is very important; don’t delay praise. ■■ Recognition that is not timely
■■ Sincere: Praise seems hollow if you’re not sincere. ■■ Insincere or mechanical recognition
■■ Personal: Convey your praise face-to-face. ■■ Public recognition for private people
■■ Specific: Avoid generalities in favor of details. ■■ Rewarding the wrong things
■■ Positive: Don’t undermine praise with a concluding ■■ Undermining praise with criticism
note of criticism. ■■ Treating everyone the same
■■ Proactive: Look for opportunities to praise; avoid ■■ Leaving someone out
reacting to mistakes.
■■ Recognition that is not appreciated by the recipient
■■ As often as possible!

Source: CEB analysis.

© 2015­–2017 Gartner, Inc. and/or its affiliates. All rights reserved. HRLC172324  8

PARTNER WITH EMPLOYEES FOR DEVELOPMENT
Career Development Conversation Tips

Create an atmosphere in which Ask open-ended questions to Make every effort to help
the employee feels comfortable. engage your employee and make employees find a good career
Don’t discuss performance issues, the conversation meaningful. at our organization, but support
stick to the agenda, and give him them if they need to move
or her your undivided attention. elsewhere for growth.
Source: CEB analysis.

© 2015­–2017 Gartner, Inc. and/or its affiliates. All rights reserved. HRLC172324  9

BUILD A CAREER PARTNERSHIP
Instructions: Use this conversation guide to discuss your direct report’s career aspirations and how you can work with them to meet their
career goals.

Conversation Guide
Questions to Ask Your Employee Employee Responses
Discuss Career Aspirations
What do you like or dislike about your current work?

What are your career aspirations?

 re you satisfied with your progress on your career

A
aspirations? How can I or the organization help you
achieve your aspirations?

 hich parts of the organization intrigue you? Are you

W
open to moving to different locations, business units,
and/or functions?

Discuss Strengths and Growth Opportunities

 hat are your strengths and development areas? Can
W
you see how they support your career aspirations or
where they prevent you from achieving them?

 o you understand the experiences you need to

D
accomplish your career aspirations? Are recent projects
and development opportunities helping you acquire
these experiences?

© 2015­–2017 Gartner, Inc. and/or its affiliates. All rights reserved. HRLC172324  10
BUILD A CAREER PARTNERSHIP (CONTINUED)
Instructions: Use this conversation guide to discuss your direct report’s career aspirations and how you can work with them to meet their
career goals.

Conversation Guide
Questions to Ask Your Employee Employee Responses
Align with Future Business Needs
 you know what skills and capabilities the
Do
organization will require in the future? Are you
interested in developing these skills?

 ow would you articulate your strengths and interests

H
so that they are relevant to positions in other parts or
outside of our organization?

 re you aware of your reputation within the

A
organization? How could you improve it?

Identify Action Steps

 hich skills and tasks do you want to focus on to
W
pursue your career aspirations?

 ave you identified development opportunities outside

H
of your current tasks to help you achieve your career
aspirations?

 o you know who you should network with to get a

D
different point of view on your career aspirations?

How do you plan to build your personal brand?

© 2015­–2017 Gartner, Inc. and/or its affiliates. All rights reserved. HRLC172324  11
ENSURE DEVELOPMENT PLANS ARE CREDIBLE
Instructions: Set S.M.A.R.T. goals with your direct reports and follow up on initial development conversations

S Specific Does the goal clearly define expectations in terms of actions and outcomes?
Does the goal avoid generalities and use action verbs?

M Measurable Is the goal results based?

Does the goal define specific metrics (quantity, quality, timeliness, cost, etc.) that can be
objectively measured?

A Achievable Is the goal challenging, but within reason?

Does the employee have the skills and experiences necessary to achieve the goal?
Is achievement of the goal within the employee’s control?
Can the employee reasonably be expected to successfully complete the number of goals
assigned?

R Relevant Is the scope of the goals appropriate given the employee’s job responsibilities and level?
Does the goal clearly connect to departmental and/or organizational goals?
Does the employee understand how his or her goal contributes to the organization’s
objectives?

T Time-Bound Does the goal specify a date or elapsed amount of time by when each goal needs to be
completed?

Source: CEB analysis.

© 2015­–2017 Gartner, Inc. and/or its affiliates. All rights reserved. HRLC172324  12
CONNECT EMPLOYEES TO THE ORGANIZATION
Instructions: To help connect your employees’ and their work to the broader organization, use this template to help them describe why their
work matters and what impact they have.

Employee Name or Role:

Who We Are Why We Exist How You Help Us Succeed

What are the organization’s goals and What is the organization’s mission? Why How does your team help achieve
strategy? What does senior leadership do the strategy and goals matter? that vision and mission? How do your
hope to achieve? employees’ roles impact organizational
success?

Opportunities to reinforce the connection between employees and the organization:

■■ Job training discussions ■■ Regular check-ins

■■ Performance reviews ■■ Task assignment conversations
■■ Project feedback discussions ■■ Onboarding discussions

© 2015­–2017 Gartner, Inc. and/or its affiliates. All rights reserved. HRLC172324  13
CONNECT YOUR TEAM TO THE ORGANIZATION
Instructions: Review the organization’s current goals. Then, discuss how your team can best support those goals in your day-to-day work by
considering the questions below. This exercise can be done directly with your direct report or as a group discussion with your team.

Conversation Guide
Questions to Ask Your Employee Employee Responses
What are our expectations and concerns about how the
organization’s goals will impact our job roles?

How might our roles and responsibilities need to change

to best support the organization’s goals?

How should workloads be divided across the team to best

support organizational goals?

What potential ideas and strategies do we have that can

support the achievement of organizational goals?

As a team, how can we overcome possible barriers to

supporting the organization’s goals?

What are the unique strengths and weaknesses of our

team, and how might those affect our ability to support
organizational goals in our daily work?

Do our team’s goals conflict with organizational goals in

any way? Do they conflict with goals in other parts of the
business?

© 2015­–2017 Gartner, Inc. and/or its affiliates. All rights reserved. HRLC172324  14