Using Gallup Tools to Onboard New Staff

We’ve spent time recently reflecting on the value of onboarding (check out our 10 Tips for Onboarding with Connection and Clarity). Because we know how critical the onboarding process is, and how materials must meet the unique needs of organizations and hiring managers, we want to share one of our favorite tools to use as a guide.

One research-based best practice that many workplaces use to better understand their team members’ experiences is the Gallup Q12 Employee Engagement Survey. Gallup leverages 12 questions, each connected to a particular employee need, that are answered on 1–5 Likert scale.

While many teams collect and analyze Gallup data on an annual basis, the survey’s first few questions can also be used to cross check that an onboarding plan is truly meeting the needs of new hires from day one.

Gallup Basic Needs Questions

The survey’s first two questions (in statement form) try to understand an employee’s Basic Needs at work:

1. I know what is expected of me at work.
2. I have the materials and equipment I need to do my work right.

Does the employee know what they need to do, and do they have the materials to do so? While some hiring managers may jump to “yes” and “of course” to both of these questions, most of the folks on our KJCG team can recall starting a job where they either (a) weren’t sure how to prioritize the various projects on their plates or (b) didn’t receive needed materials or equipment for a few days or longer. A successful, clear and connected first few days on the job can work wonders to ensure a new hire feels seen, welcome and supported long term.

Another way that our KJCG team coaches clients to create strong onboarding plans is by using the Gallup Q12 statements as a guide. Taking time to ensure the first two Gallup questions can be answered affirmatively by your new team member is a strategic investment.

Clear Expectations Matter

Before your new hire’s first day, take a moment to return to the job description that was initially posted and engage in some strategic reflection.

• Is this description accurate?
• Are there any “unspoken” expectations that should be added?
• Of the listed responsibilities, which are most important? Which are less so?

Setting up these pieces before your team member comes on board, and checking on them throughout their first 90 days on staff, will help them contribute to the overall success of your team, and to ultimately better support your stakeholders.

According to the Gallup website, “Employees who strongly agree that their job description aligns with the work they do are 2.5 times more likely than other employees to be engaged.”

To intentionally build clarity into an onboarding plan:

• Schedule a 30–45 minute meeting to review the job description and help your new hire rank order their priorities.
• Prompt your new hire to prepare questions about work expectations, then spend time debriefing together or with a team of their peers.
• Add a monthly check-in where you circle BACK to the job description and help the new hire grow in responsibility as they learn more.

Don’t Make Assumptions

We must steer clear of assuming that all new hires need the exact same materials and equipment to be successful in their roles. While budget constraints will likely prevent most hiring managers from giving unlimited purchasing power to a new hire for ‘materials and equipment,’ there is value in discussing their unique needs.

To ensure your new hire has the right materials and equipment:

• Add a monthly reminder for yourself to check-in about materials and equipment. Is there anything that would make their work more efficient and effective?
• Provide a small ‘materials and equipment’ stipend to cover “office set-up” expenses. Value that some new hires may purchase a second monitor while others may purchase noise canceling headphones, and that’s okay.

When crafting an onboarding plan that addresses basic employee needs, be careful not to assume that the simplicity of these two questions means they can be addressed and “checked off” in a single conversation. Strong hiring managers engage in continual discussion about expectations throughout the onboarding process and beyond, so that new hires understand how their work is continually connected to the success of others and to the broader vision of the organization.

At KJCG we know that hiring can often feel chaotic, so the more that can be clearly built into an onboarding plan, the more likely it is to be remembered. We believe wholeheartedly that we all need more clarity and connection at work, and being valued as a human on any team you are a part of is what matters the most. If you’d like to schedule time to talk more about how we can support the onboarding process, schedule time with us here.