Gallup Q12

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About Gallup

Gallup, Inc., is an American research-based, global performance-management consulting company.

> Founded in 1935.
> More than 80 years of experience
> 30 offices in more than 20 countries.
> About 2,000 employees

High Level Model


The Gallup Q12 is a survey designed to measure employee engagement. The instrument was the result of hundreds of focus groups and interviews.

Researchers found that there were 12 key expectations, that when satisfied, form the foundation of strong feelings of engagement.

So far 87,000 work units and 1.5 million employees have participated in the Q12 instrument.

Engagement Index

  • Engaged employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward.
  • Not-Engaged employees are essentially “checked out.” They are sleepwalking through their workday. They are putting in time, but not enough energy or passion into their work.
  • Actively Disengaged employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged co-workers accomplish.
  • Hierarchy Model

    Hierarchy of Needs

    Case Study

    Engaged employees – 28 %

    Not-engaged employees – 54%

    Actively Disengaged – 17%

    In other words, 71% of the workforce is either under performing or actively undermining their work.

    The Q12 Index

    1. Do you know what is expected of you at work?
    2. Do you have the materials and equipment to do your work right?
    3. At work, do you have the opportunity to do what you do best every day?
    4. In the last seven days, have you received recognition or praise for doing good work?
    5. Does your supervisor, or someone at work, seem to care about you as a person?
    6. Is there someone at work who encourages your development?
    7. At work, do your opinions seem to count?
    8. Does the mission/purpose of your company make you feel your job is important?
    9. Are your associates (fellow employees) committed to doing quality work?
    10. Do you have a best friend at work?
    11. In the last six months, has someone at work talked to you about your progress?
    12. In the last year, have you had opportunities to learn and grow?


    I know what is expected of me at work.

    Gallup’s research shows that many great workplaces have defined the right outcomes; they set goals for their work groups or work with them to set their own goals. They do not just define the job but define success on the job.

    For work groups to be aware of their expectations, they should have a way to rank, rate, or count as many of the desired outcomes as possible. Also, these measures of performance should fit with what the rest of the organization is saying and doing.


    I have the materials and equipment I need to do my work right.

    A great way for work groups to increase their responsiveness to this question is to determine what “materials and equipment” means to them. Sometimes they are referring to accessibility of information, rather than specifically to materials and equipment.


    At work, I have the opportunity to do what I do best every day.

    For this item, it is important to keep each work group member’s talents in mind, to build relationships, and to help others identify their unique talents. It is vital that every individual understands his or her strengths and weaknesses.

    A good way of promoting this is to discuss what each person believes his or her leading strengths are, in terms of skills, knowledge, and innate talents. Writing these strengths down often helps.


    In the last seven days, I have received recognition or praisefor doing good work.

    Workplaces that excelled in this question relied on forms of recognition that are specific, predictable, frequent, and instantaneous. They are known to promote a recognition-rich environment, with praise coming from every direction, and with everyone knowing how others like to be recognized.

    Many wonder how often people should be praised, but a good rule of thumb is about once a week. Here’s why: Whenever a person does something, there are consequences. Those consequences will affect whether work groups engage in that behavior again. We know that to get the results or consequences we want, frequent praise can encourage the behavior that produces it.


    My supervisor, or someone at work, seems to care about meas a person.

    Remember, people leave managers, not companies. A productive workplace is one in which people feel safe —safe enough to experiment, to challenge, to share information, to support each other, and where the work groups are prepared to give the manager and the organization the “benefit of the doubt.”

    None of this can happen if work groups do not feel cared about. Relationships are the glue that holds great workplaces together.


    There is someone at work who encourages my development.

    In this case, “development” does not mean getting people promoted. It does not mean each work group member gets what he or she wants. It means helping individuals find roles that fit their natural strengths: their unique combinations of skills, knowledge, and talent.

    Previous Gallup findings have concluded that workgroups that receive high scores on this particular item do not try to put in what was left out, but rather, try to draw out what was left in; they provide constant feedback; and they find creative developmental opportunities for each other.


    At work, my opinions seem to count.

    Work groups who give high scores on this item feel they have access to channels of communication across different levels or divisions of the organization, and their managers work to maintain those channels. Groups do not function very well when the work group members feel insignificant or irrelevant.

    Managers should ask work groups for their opinions and include their ideas in the decision-making process whenever possible. This means everyone should have a chance to express his or her ideas.


    The mission or purpose of my company makes me feel my job is important.

    This question measures a key source of motivation for work groups —the idea that their organization represents values that they themselves share. Effective workplaces cultivate that feeling, including providing constant clarification of the overall mission of the organization, as well as the ways in which each individual team member contributes to the achievement of the mission.

    As human beings, we like to feel as though we belong. Individual achievement is great, but we are likely to stay committed longer if we feel we are part of something bigger than ourselves.


    My associates or fellow employees are committed to doingquality work.

    Work groups that score well on this question tend to be good at providing clear quality standards and keeping those standards at the forefront of work group members’ minds. Thus, work groups are capable of accurately evaluating their own performance, as well as that of their teammates.

    Clear communication of standards enhances accountability and builds trust among coworkers. We also know that not everyone will see “quality” in the same way if everyone’s concept of the word is different. To remedy this, having a clear definition helps. The best place to start is with customers, both internal and external.


    I have a best friend at work.

    I have a best friend at work” is really a proxy for trust. We are interested only in whether there is a person at work whom you would consider a best friend “at work”.

    Think about people whom you would consider “best friends.” People with whom you share values, you can trust, and who are watching out for you. You are going to feel more confident in making decisions, taking risks, and being more productive because you don’t have to spend a lot of time watching your back.Chances are, you’re going to feel like there is more open communication within your team.


    In the last six months, someone at work has talked to meabout my progress.

    One of Gallup’s most consistent research findings has been that feedback improves performance. High-scoring groups establish structured feedback processes for their work groups, which include clearly defining goals and achievement levels, and then meeting regularly with each work group member to track his or her progress toward those goals.

    We realize that we all need feedback to know how far we have come. We need signs to track our progress.


    This last year, I have had opportunities at work to learnand grow.

    Engaged work groups need to feel that their job contributes in some way to their professional or personal development. Great workplaces are those in which work groups are provided with educational opportunities that address their development —this may include formal classes or simply finding new experiences for them to take on.

    Each work group member will define “opportunities” differently. For some work groups, this may mean training classes and seminars; for others, this means promotions and increased responsibilities; and for others, this might mean working on special projects or assignments.

    Sample Report


    Sample Report


    Employee Engagement

    2011 Gallup Questions

    Gallup Q12 Case Study

    The 2014 Gallup-Purdue Index Report

    Q12® Meta-Analysis

    Maslow's Hierarchy of Needs