Q12 Engagement FAQ

Q12 FAQ's

Q12 stands for the 12 Questions defined by Gallup that determines

Measurement That Means Something:

  • Employees answer 12 simple questions, available in multiple languages, that tie directly to performance outcomes.
  • Scores are on a 1 to 5 scale, which clearly highlights strengths and opportunities.
  • Improvement efforts should focus on the essential elements of engagement, those measured by the Q12survey.

Lumeris has shared with all employees that we are in the he middle of culture change. We are conducting a company-wide engagement survey after the Affilative Culture Team reviewed and discussed its objective to foster teamwork and collaboration. After numerous conversations among our team, we realized that each person is experiencing Lumeris in a different way. There is not a single approach to engage our workforce, so we felt a survey asking additional questions to ensure we develop our leaders and foster collaboration will ultimately create a culture that makes each us passionate about our roles and work at Lumeris.
We chose the Gallup Q12 survey utilizing a third party, Primrose Consulting, to ensure confidentiality around the survey ratings, but still allowing us to provide viable insight to any leader who has three or more of their direct reports complete the survey. We believe this candid feedback will help each leader build, enhance and/or change the norms within their team to build a better culture.

The Q12 is used simply as a means for employees’ voices to be heard as we prepare to train and coach managers. This is about improving the workplace and managers’ abilities to support their team, and allowing employees a place to be heard.

We are interested in allowing the results, good or bad, to enlighten the organization where upper management often has limited visibility.

Lumeris has hired Primrose Consulting to gather and analyze the Q12 survey to ensure confidentiality. The Lumeris Leadership team and Primrose Consulting require answers to the comment sections as this truly provides data for us to take action upon. We ask that when you make your comments, please do not reference topics that could allow your manager to identify you. We separate the comments and the numerical scores from each other and jumble the order so managers won’t see a pattern from any individual team member.

Your ratings and comments help us to truly improve our workplace, develop our manager capabilities and allow employees to be heard. Your candid feedback will shine light on areas where we can improve and we promise to take action on your feedback.

Lumeris will conduct our employee engagement survey once per year. This will allow us to see trends and to watch for improvement. Action plans will be documented and part of the BetterWorks OKRs and Quarterly discussions.

There are three possible categories that have been identified to describe employee engagement level; Engaged, Not Engaged, and Actively Disengaged. The natural process in your career would be to move between Engaged and Not Engaged. This happens as you outgrow your position and usually indicates that it is time to move on to the next phase of your career. Being “Not Engaged” is seen as more of a warning signal, that tells us you maybe at risk if you aren’t challenged more, or if you don’t get the materials you needed, if you are not acknowledged for your work, etc. We will work with you manager to address your situation individually.

Actively Disengaged is when you find yourself not caring about your work or, often, your co-workers. If you find yourself without a good thing to say about your company, you are not just Not Engaged, you are Actively Disengaged and can create a toxic environment for yourself and those around you. This often happens when an employee is allowed, or forced, to stay in the “Not Engaged” place for too long.

Our job is to help both you and your managers to understand that Not Engaged isn’t necessarily bad, but it is no where to live and work. You can do it for a while, but the chances of moving to Actively Disengaged increases as you are forced to stay where you are no longer developing, no longer learning and are perhaps not appreciated for what you contribute.

Actively Disengaged is a stage where you live in your stress behavior. Stress Behavior is not your true self, it is the self that emerges when you have been pushed past your endurance. It is not pretty and you may have become someone you don’t like very much, and chances are, others won’t like you either. A key aspect of Stress Behavior is that it is usually the exact behavior that is guaranteed not to get you what you want.

If you find yourself in this place, whether you company offers to help or not, contact us and we will help you understand what you need to move to your next step. It is not free, but it is a very needed investment.

Please be honest. It’s perfectly fine to have responses that are very high or very low, as long as you’re being honest. To help your manager understand, please provide some explanation in the comments section as this is valuable feedback.

Take a moment and give the most honest feedback, and remember that this is about improving your workplace and part of that is giving us the information we need to support your manager. The numerical responses identify trends for the company, but you may not get the changes from your manager without supporting comments.

For a manager, the results indicate which key basics of a fully-engaged workplace may need some work and which are doing well. When the manager gets his or her team together to discuss results, the team can collaborate on solutions for the low scores and celebrate the high ones. It takes everyone to create an environment where the whole team can be engaged.

For the individual employee, the results show that honest feedback has been given. In some cases, this might indicate something that the particular employee needs to work to remedy or discuss with their manager. In other cases, it may inform us of a more general team problem that they can be aware of and helpful with solutions. These results are available to upper management and may signal a company-wide need that can only be seen from a higher perspective.

The Q12 provides upward feedback in the organization allowing a deep comprehension of the health of the organization by managers and executives. This kind of feedback is extremely valuable. The numbers alone can be valuable in terms of highlighting areas of strength and development. However, most often the comments provide immediate and valuable information that can be quickly understood and allows for immediate action.

Managers will receive their results during training sessions with their HRBPs to understand the results and identify areas to address. All vice presidents and directors who are not a part of the Lumeris Executive Team, will also receive coaching from Primrose Consulting. Then they will pull their teams together to share the results and get the group to brainstorm possible solutions for lower score areas. This should result in action plans that will be added to their 2017 OKRs. These changes will occur over time.

Only Primrose Consulting, as third party executive coaches know the specific ratings and comments you provide your leader. Your answers will remain confidential.

The names of the survey participants are removed from all results that are returned to Lumeris. Primrose Consulting presents the scores in two separate reports: one with the numeric scores; and one with the comments. Primrose mixes the comments in a random order.

You can break your confidentiality by putting in personal identifying information, for example, describing an event that will identify you, or repeating a comment or complaint that you have voiced in the past. If you wish to remain confidential, be thoughtful about your responses.

It is expected that each employee will take some responsibility for the engagement level in their group or team and for themselves. We expect them to work with their manager and group members to improve areas in need of it.

The company is looking to first establish a baseline and a starting point. Then, the objective is to see improvements to those areas most in need. Some things require more time than others to improve, and managers should be encouraged to take a long-term view.

Conducting a survey will provide a benchmark measure of engagement, to indicate where your company currently stands relative to Gallup’s comparative database. To actually increase your engagement, though, your company and its managers must plan and take actions to improve Q12 scores.

An engaged employee is involved in and enthusiastic about his or her work. Engaged employees are 100% psychologically committed to their roles. They thrill at the challenge of their work every day. They are in roles that use their talents, they know the scope of their jobs, and they are always looking for new and different ways of achieving the outcomes of their roles.

William Kahn, a professor of organizational behavior, was the first to define employee engagement formally. In a paper published in 1990, Kahn defined employee engagement as “the harnessing of organization members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances.”

What we can learn from this definition is that employee engagement is a commitment an employee has to her or his employer and the organization’s success. This emotional commitment means engaged employees actually care about their work and their company. They choose to work on behalf of Lumeris and in service of its goals. They believe in what they are doing and feel their job will make a difference

The OCI administered by AchieveBlue was given to approximately 66 employees at Lumeris during Q22016. This tool measured our organizational culture and how it compared to our ‘ideal’ objectives. However, to impact these organizational outcomes, we felt that each leader needed additional insight to the needs of their specific team with support from management. We felt it important for people leaders to receive a better understanding of how engaged their teams are and what action plan is needed to engage each and every employee.

Primrose Consulting builds strength-based cultures within companies and teams. It is comprised of experienced executive coaches focused on increasing employee engagement and developing leaders by playing to individual and team’s strengths.

Clay Primrose graduated from Stanford University with a Bachelor of Arts (BA) degree in psychology and a master of business administration degree from the University of Texas.
Jennifer Primrose graduated from the University of Texas with a BA in creative writing, Plan II and a Master of Science degree in educational technology from Pepperdine University.

On average, the survey takes approximately 20 minutes with comments to complete.

You will be asked to enter your manager’s name on the survey. If your manager does not have at least three direct reports or does not receive 3 completed surveys, your responses will move to the functional/ departmental level.

There will be an open ended question requesting you to enter the name of your manager. If you are a recent transfer, the manager will not be apparent on the organizational charts we will provide to Primrose Consulting.

The whole reason for this survey is to build upon our leadership capabilities to ensure an engaged workforce. Due to this, we want every people manager to share results with their manager, HRBP and employees to figure out the most impactful actions that can be taken with their teams.

Your manager, HRBP or a member of the Affilative Team will be able to answer or get answers in regards to the Q12 Gallup survey. If you have any additional questions or concerns, you can email Clay Primrose at: clay@mybirkmancoach.com or Jennifer Primrose at jennifer@mybirkmancoach.com, or use the contact form on mybirkmancoach.com