Strengths-Based Selection
An Engine for Organic Growth
Finding and keeping the right people has an enormous effect on your organization's financial performance. Poor selection practices -- and bad hires -- can disrupt even the best-run organizations through:
- lower personal productivity among dissatisfied employees
- workgroup productivity disruptions caused by dissatisfied employees
- outplacing low-performance employees
- attracting and selecting replacement personnel
- training new hires
- mistakes made by new hires
- lost productivity until new hires become proficient
- lost productivity among experienced employees
- stress and anxiety among experienced employees
- lost customers and decreased market share
- damage to your organization's brand image and position
To drive success, you must select people who have the potential to be top performers. That potential is based in each individual's talents.
Our ValueThe Elements That Predict Performance
Gallup is an industry leader in developing innovative solutions that radically improve the way organizations source, select, and hire the best employees for their most crucial positions. Our research-based approach has been refined through more than 30 years of work with hundreds of successful organizations in a broad range of industries.
Skills, knowledge, experience, and talent should factor into the final hiring decision. Most organizations spend significant time and money measuring the first three. However, they do not devote the same level of resources to assessing the most important factor: an applicant's talents.
Gallup's highly refined, scientific approach to studying success reveals that top performers in any role exhibit similar talents -- recurring patterns of thought, feeling, and behavior that naturally equip them to excel in a role.
Identifying these talents and hiring people whose talents are similar to those of top performers are crucial steps toward achieving individual and organizational success.
Why Select for Talent?
- Speed: People operating from talents suited to the role are easier to manage, learn the role more quickly, and adapt more readily to variance in the role.
- Productivity and precision: People operating from their greatest talents are more productive, produce at higher quality, and exceed expectations.
- Longevity: People operating from their greatest talents stay longer, miss less work, and build stronger customer relationships.
The Benefits of Gallup's Approach
- reduced cost per hire
- accelerated recruitment and selection time
- accelerated ramp-up time and reduced interruption to work flow
- increased cultural fit and ability to perform to job performance expectations
- more consistent performance across business units
- increased per-person and team productivity
- reduced negative impact of poor hires on customer engagement, brand image, and reputation
- increased positive impact on crucial business outcomes, including profitability, productivity, health and safety, and turnover
- diminished risk of legal battles because the selection process and tools are legally defensible and scientifically sound
Leadership and Succession
Building a Leadership Pipeline
Top-performing organizations understand that world-class executive leadership is essential to navigate the uncertainties of today's global economy. Never before have the stakes been higher or the consequences more far-reaching. Never before has top-caliber leadership been more critical to securing your organization's future growth. Yet many wonder if today's leaders are equal to the challenges tomorrow will bring.
Our Value
An Optimized Leadership Strategy
An Optimized Leadership Strategy
Gallup's behavioral scientists have studied successful leaders for more than 50 years, meticulously researching and categorizing the strengths that separate highly effective executives from the rest. Our position is that leaders must capitalize on what makes them strong instead of trying to repair what makes them weak. Our research shows that strengths building -- rather than weakness fixing -- links to the highest return on your organization's developmental investment.
Many organizations' leadership development and succession planning processes work to perpetuate the status quo, limit diversity, and stifle ingenuity and risk taking. Our innovative approach to succession management overcomes these obstacles and provides organizations with the opportunity to:
- establish an effective leadership team that meets organizational objectives
- reduce variance - and improve performance -- in leadership and management positions
- identify and leverage the leadership talent that already exists in your organization
Our approach to leadership development and succession management focuses on getting the right people in the right roles at all levels of the organization. Our solutions help organizations:
- identify the best internal candidates for each position
- reduce attrition among top performers at all levels
- develop potential successors in ways that best fit their greatest strengths
- concentrate key resources on succession planning and talent development to yield a greater return on investment
A Scientific Framework for Executive Development and Impact
Unlike most one-size-fits-all leadership programs, Gallup delivers an accelerated executive development process uniquely tailored to each organization's strategy. Our in-depth program helps leaders tap into and build on their own leadership strengths.
Gallup's Demands of Executive Leadership framework is built on the belief that learning is an ongoing process upon which organizational -- as well as personal -- capacity is built. Optimal results are achieved through activities that enable participants to apply theoretical learning to experiential development. This approach helps leaders solve individual, team, and business unit challenges and demonstrates return on your development investment.
Knowing one's self -- especially one's greatest strengths -- is key to understanding and fulfilling the Demands of Executive Leadership. Through decades of study of top-performing leaders from around the world, we have identified the demands that are crucial to success in the executive role. Our framework is designed to help leaders assess their effectiveness across these demands.
The Demands of Executive Leadership
- Knowing Self: building deep insight into one's talent, limitations, values, and goals
- Visioning: painting a compelling picture of the future that inspires others to action
- Maximizing Values: enhancing the organization's core commitments and identity
- Mentoring: investing in learning partnerships to strengthen the talent pipeline
- Building a Constituency: mobilizing diverse groups across and beyond the organization
- Challenging Experience: constantly raising the bar for performance expectations
- Making Sense of Experience: helping others navigate complex environments
These demands provide leaders with an essential framework that prepares them to meet their organization's greatest challenges. They also serve as the foundation for formulating a clear leadership development strategy and devising an actionable, outcomes-based plan for achieving developmental objectives.
Executive leaders receive the measurement tools they need to track their real-world leadership impact over time. Through the customized development process, leaders have direct access to highly trained Gallup consultants. These consultants provide the individualized, strengths-based coaching that leaders need to grow in their role and greatly expand their influence within their organization.
Is your organization's executive leadership ready to confront the challenges of the future and lead your company into a new era of prosperity?
September 21, 2011
In U.S., Significantly Fewer 18- to 25-Year-Olds Uninsured
Percentage of uninsured 26- to 64-year-olds increasing
WASHINGTON, D.C. -- Fewer young adults in the U.S. reported lacking health insurance coverage in each of the three quarters since the new healthcare law in September 2010 began allowing young adults to stay on their parents' plans up to age 26. About one in four (24.2%) 18- to 25-year-olds reported being uninsured in the second quarter of this year, down from 28% in the third quarter of 2010, and nearly the lowest Gallup has measured at any point since it began tracking health insurance coverage rates in 2008.
The declining number of uninsured young adults is slowly reversing the trend that Gallup and Healthways documented starting in the fall of 2008. At that time, the uninsured rate for this age group -- and all age groups -- began to increase as the economy was collapsing and unemployment rising.
The percentage of uninsured 26- to 64-year-olds, however, continues to increase, rising to a high of 19.9% in the second quarter of this year. Among all Americans, 17.4% reported being uninsured in the second quarter of the year.
The increase in the percentage of all Americans who were uninsured in the second quarter of 2011 coincides with Gallup's decision to include more cell phone-only respondents in the U.S. beginning April 1. Thus, some of the increase in the uninsured could reflect the greater representation of cell phone-only respondents -- who tend to be younger -- in Gallup samples. Gallup does not expect the change in survey methods to affect the estimates of insurance rates among specific age groups.
Bottom Line
The provision of the Affordable Care Act that allows children up to the age of 26 to remain on their parents' plans appears to be having an immediate effect on the number of Americans who report they have health insurance. Since it went into effect in September 2010, the percentage of 18- to 25-year-olds who report being uninsured has significantly declined by four percentage points.
Gallup and Healthways track adults' health insurance coverage daily in the U.S. as part of the Well-Being Index. The uninsured rate initially increased in the fourth quarter of 2008, amid the financial crisis, and has remained elevated since. Whether the overall percentage of all Americans who lack healthcare coverage declines will depend not just on uninsured rates for 18- to 25-year-olds, but also on what happens to 26- to 64-year-olds over the next several years.
October 21, 2011
Chinese Rate Their Job Market Better Than Americans
But China trails U.S. in formal full-time employment
WASHINGTON, D.C. -- Majorities of Chinese and Americans in 2011 agree now is a bad time to find a job in the city or area where they live -- but Americans are more negative. Seventy-two percent of Americans say it is a bad time to find a job, compared with 56% of Chinese.
The findings are based on Gallup's global surveys conducted in each country each year since 2007. In 2011, Chinese are more likely (33%) than they have ever been to say it is a good time to find a job, though their views have been fairly consistent. Americans' outlooks have changed more dramatically. The 26% who say now is a good time to find a job locally is up from 14% in 2009, but this is still half of the 50% who shared this opinion in 2007.
Chinese are also more positive about the general economic conditions where they live. Eighty percent of Chinese say the economic conditions in communities are getting better, while 5% say they are getting worse. This compares with the 48% of Americans who say their local economic conditions are getting better, while 43% say they are getting worse. Here again, Chinese attitudes have been fairly steady, while Americans' have been more volatile.
The U.S. still outpaces China on the important measure of whether its residents have formal full-time jobs. In 2011, more than 50% of the U.S. workforce was employed full time by an employer, compared with between 30% and 39% of the Chinese workforce. Between 15% and 25% of the U.S. workforce was underemployed -- meaning adults were unemployed or employed part time but wanting full-time work -- compared with 15% or fewer in China.
Implications
Some macroeconomic forecasts indicate China will eventually overtake the U.S. as the world's largest economy, depending on fluctuating variables such as real GDP growth, inflation, and exchange rates. The majority of Americans already think China is the world's leading economic power.
Gallup's data reveal Chinese are more optimistic about their local economy than Americans are, likely reflecting China's ability to sustain strong GDP growth as the U.S. economy has collapsed and struggled to recover. Their relatively positive attitudes may also reflect the massive stimulus that China undertook in late 2008 and early 2009, which primarily focused on infrastructure and tightening regulations.
Even so, China's economic growth might not be sustainable. China must become less dependent on exports and more on domestic consumption to maintain its economy. A vital requirement for that to happen is creating a vibrant labor market with plenty of good jobs. China currently trails the U.S. on the important metric of providing full-time formal employment for its workforce, but it may be making progress. An estimated 90% of new jobs in China come from the private sector.
For complete data sets or custom research from the more than 150 countries Gallup continually surveys, please contact SocialandEconomicAnalysis@gallup.com or call 202.715.3030.
Survey Methods
Results are based on telephone and face-to-face interviews with approximately 4,000 adults in China and approximately 1,000 adults in the U.S., aged 15 and older, conducted each year from 2007 to 2011. Results for perceptions of the world's leading economic power today are based on telephone interviews conducted Feb. 2-5, 2011, with a random sample of 1,015 adults, aged 18 and older, living in the continental U.S., selected using random-digit-dial sampling. For results based on the total sample of national adults, one can say with 95% confidence that the maximum margin of sampling error ranged from ±2.1 to ±4.1 percentage points. In addition to sampling error, question wording and practical difficulties in conducting surveys can introduce error or bias into the findings of public opinion polls.
September 19, 2011
Americans Say Federal Gov't Wastes Over Half of Every Dollar
Believe state and local governments waste proportionately less money
PRINCETON, NJ -- Americans estimate that the federal government wastes 51 cents of every dollar it spends, a new high in a Gallup trend question first asked in 1979.
The current estimate of 51 cents wasted on the dollar is similar to what Gallup measured in 2009, but marks the first time Americans believe more than half of federal spending is wasted. The low point in the trend is 38 cents wasted on the dollar, in 1986.
Americans are less likely to believe state and local governments waste money they spend than they are to believe this about the federal government, with the state estimate at 42 cents on the dollar and the local at 38 cents.
Americans have viewed the federal government as being the most wasteful of tax dollars -- and local government the least -- each time Gallup has asked these questions. That pattern is consistent withAmericans' greater trust in state and local government than in the federal government.
Over time, though, Americans have become increasingly likely to see all levels of government as being wasteful of tax dollars. Americans now believe all levels of government waste at least 11 cents more on the dollar compared with 1979.
Conservatives Among Most Likely to See Federal Government Waste
Estimates of federal government waste do not vary greatly by political partisanship, with only a 5 cent difference between Republicans' and Democrats' averages, but show more differentiation by ideology. Conservatives are much more likely than liberals to view the federal government as wasting money.
Senior citizens' estimate of wasted federal dollars ranks with conservatives' as one of the highest, and is significantly greater than that of Americans aged 18 to 29.
Additionally, those with more formal education estimate proportionately less federal government waste than do Americans with less education.
The ideological differences observed this year were not apparent in 2001, when Republican George W. Bush was president. At that time, liberals estimated a larger share of federal spending was wasted than conservatives did, 48 cents to 44. Thus, one's perceptions of how much federal spending is wasted depend partly on the match between a person's ideological preferences and the prevailing power structure in Washington.
There are generally smaller political differences in perceptions of wasteful state and local spending vs. federal spending, though conservatives' estimate of how much money local government wastes is significantly higher than liberals'.
The sharp differences between young and old in terms of federal government spending are not apparent in their estimates of how much money state and local governments waste. But the differences by education are consistent, as those with postgraduate education are much less likely than those with no college education to see state and local governments as wasting money.
Implications
Over the last 30 years, Americans have become increasingly likely to see all levels of government as wasting the money they spend, and now the public believes the federal government wastes more than half of the money it spends. It is not clear whether Americans believe government wastes money because it spends on programs they believe are not needed, or because it does not spend money efficiently on programs, whether needed or not. Also, it is not clear whether Americans believe money is wasted more on discretionary government spending, or more on defense, entitlement programs, and interest on the debt -- which make up the bulk of federal government spending.
In any case, the federal government has made efforts to rein in spending this year, as part of the 2011 budget and the deal to raise the debt ceiling limit. As part of that deal, a supercommittee of 12 members of Congress is now seeking additional areas for cuts, to avoid automatic cuts in defense and entitlement programs. State and local governments have also been forced to make cuts in order to balance budgets as revenues have come in lower as a result of the state of the economy. Still, with all of these efforts to curb spending, the average American does not appear to give government at all levels much credit for being careful in spending tax dollars.
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