Engagement Planning Guide for Administrative Leaders

• Login to Gallup Access at https://uci.my.gallup.com/ with your UCInetID & password.
• Expand the drop-down menu in the upper left corner of the screen.
• Select ‘Reports’.
• Select your most recent report by year (UCI 2023 Q12).
• The survey report will display data for your own team as a default. Use the Teams and Reporting Group options at the top of the page to view a specific team’s or reporting group’s data, respectively.
• If you have delegate access for your unit, you can search the top leader in your unit (in the Teams dropdown menu) to view survey data for the whole school or unit.

Working with Unit/School/Division Leader

• Review why engagement matters at a business and individual level. Help leaders recognize that employee engagement is a force that drives real business outcomes if they position it accordingly. Engagement fails to take root when leaders have not bought into its value. Top leaders should be active participants in the process and invest their time and resources in its success.
• Guide leaders in analyzing and interpreting their data.
• Give leaders tips on what to look for in their data or pull the data for them and provide them an overview of the following:
  • Meaningful changes
  • Highest and lowest scoring items
  • Trends and patterns

• A meaningful change is represented by a +/- 0.2 on a question or grand mean between survey periods.
• You can look for meaningful changes within the Q12 by looking under the detailed results section of the question tab or in the indices. You will see the change (recast) for every question. Questions that had a meaningful change will have an arrow up or down next to the change (recast) number.
• You can also view change in the overall mean since the last survey by looking at the trended mean recast, which is also located on the questions tab next to the engagement mean.
• Recast values indicate past survey data calculated based on the survey respondents of the current survey (i.e., the past survey data excludes respondents not included in the current survey). What this means is if a manager had 10 co-workers who took the survey in 2023, Gallup would refer back to the 2021 survey and see how many of those same 10 people took the survey then. If at least 50%, or 5, of the co-workers took the survey in 2021, that manager would see trending (recast) data since there is a 50% threshold required to show trending data.
• If a leader is new to the organization, they might not see recast information.
• When identifying meaningful change, ask yourself if this was an area of focus from the past survey and if your leader's efforts made an impact. If the same issue is highlighted in this year’s results, this might be an area for leaders to give extra attention to (or to even dig deeper with co-workers through additional team conversations).

Note: Consider reviewing the comment details function in the text analytics section of the survey, which provides additional insight. Here, you’ll be able to see if certain topics are coming up frequently in the data. For more specifics on how to analyze the text, click here or visit ‘Gallup Survey Tools’ in the ‘Quick Tools’ section of the guide.

Review your unit’s two highest and lowest ranking items as identified by Gallup. These are based on mean percentile rank and engagement hierarchy position.

Highest Scoring Items:

• How does this item help your unit be successful?
• What are you and the team consciously doing to make this item strong?

Lowest Scoring Items:

• How might this information be relevant to unit?
• How do these items limit our effectiveness?
• What could leadership do more of to improve in this area?

What do the results say about the unit’s relationships, communication style, and problem solving?

• Look for patterns and trends in your data. Some key things to note when identifying patterns and trends include:
  • Are the responses consistent across your leader’s unit?
  • Are the responses common among certain segments of the unit (those who report to a certain manager or work in a particular departments)?
  • Are there distinctions between certain types of co-workers (FLSA status, on-site vs. remote or hybrid, tenure, etc.)?
• Asking yourself these questions will help you identify distinct trends and groups mostly affected by certain issues.
• If most co-workers feel the same way about a particular issue, that’s a strong indication that your leader needs to dig deeper into this area and that something needs to change. Whereas, if only a handful of co-workers answer a particular question with a low score, or are making a specific statement in the comments, this is likely less meaningful.

NOTE: Use the heatmap to quickly identify some of these trends and patterns. In addition, pay attention to the frequency distribution of the questions and review the text analytics. For more information on how to run a heat map, click here or go to ‘Gallup Survey Tools’ under ‘Quick Tools’.

• Everything that managers/supervisors need to conduct engagement planning with their teams can be found here in the manager/supervisor engagement planning guide.
  • Some managers/supervisor might need help reviewing their data or facilitating meetings with their team on engagement. All the tools you need to support them are within this guide for administrative leaders, as well as the guide for managers and supervisors.
  • For managers who do not have results in the system, we ask that you provide their manager's roll-up report for them (which are the results for the next level above them) so they can speak to some results. If this is not your unit's preferred method, we have tools for how they can run their engagement meeting without results in the online planning guide.
• Remind managers/supervisors that the engagement survey was a snapshot in time and the best way to move the needle on engagement is to have conversations with their team.
• They also don’t need to overcommit to engagement. They could make one or two small changes to the way they manage that could have great impact.
• Ensure that they review the ‘get advice’ section of their highest and lowest scoring Q12 items in Gallup Access as it will provide ideas on action items they can immediately implement.

• Help your unit leader(s) identify the most critical issue(s) that need attention and that can be improved upon quickly with big impact. In addition to reviewing the Q12, work with leader(s) to understand the data from the various indices as well reviewing the organizational goals and challenges the team is facing.
• Do not ask your leaders and managers to overcommit to engagement planning. Focusing on one or two items is enough.
• Ask your leaders and managers clearly define responsibilities and timelines for implementation.
  • What one or two engagement areas will be focused on as a unit?
  • What is their goal around this area of focus?
  • What will they commit to doing or stop doing to accomplish this goal?
  • What is the timeline for achieving their goal and what does success look like?

NOTE: If working with a manager/leader without unit-wide oversight, follow the steps in the manager and supervisor engagement planning guide instead of these steps.

• Work with your unit’s leader to develop a communication plan to share survey results and inform co-workers about the action plan.
  • Many co-workers took the time to complete the survey and will be interested in hearing about the results, in addition to what the unit plans on doing with them.
  • Your unit’s leader should be transparent when sharing data (at a minimum, we encourage them to share any meaningful changes and areas of strengths and opportunities).
  • Leaders should communicate engagement survey results and action plans with all co-workers in a forum, All-Staff Meeting, or Town Hall format so that everyone hears the same message and accountability measures can be established in a consistent manner.
  • Leaders should discuss timelines and how they will be involved in next steps.
  • Ensure your leader remembers to highlight the positive impact the action plan aims to achieve.

• Work with your unit to begin implementing the action plan systematically.
• Monitor progress regularly and make adjustments as needed.