In Australia, less than half of students (48%) in Years 5 through 12 who were surveyed have hope for the future, according to the 2016 Gallup Student Poll.
Key findings from Gallup's major study of companies that have implemented strengths-based management practices.
How Strengths-Based Development Relates to Organizational Outcomes
There are 7 billion people in the world. Imagine if all 7 billion received coaching to maximize their potential this week. It would change how humans develop.
As executives rethink short-term security and long-term growth, many are making employee engagement a core performance strategy.
July 17-19, 2017
To build a highly talented workforce, companies need a compelling employee value proposition.
Parents can shape a better future for their children by embracing their kids' individuality and helping them develop their talents into strengths, says Gallup's new book Strengths Based Parenting.
Most talented leaders don't want to leave their current company. Attracting them requires knowing what matters most to them.
The state had the highest percentage of actively disengaged workers in the U.S. Now it is rallying across sectors to change that.
Employees seek jobs with new companies because they want to do what they do best at work.
Only four in 10 German employees strongly agree that their manager focuses on their strengths or positive characteristics.
This is why it's worth it -- even in the face of weakness-focused orthodox management -- to build a strengths-based culture.
When it comes to advice for recent college graduates, Gallup research offers some very powerful and clear guidance. It's probably not the kind of counsel that the typical parent or commencement speaker is offering students.
The institute's mission is to lead America in fixing its biggest problems: the decline of free enterprise, the need for many more good jobs and mistaken theories on employee engagement and how humans develop in the workplace.
How Cardinal Health implemented a strengths program: Show how strengths solve problems, then let people demand it for themselves.
35% of U.S. Managers Are Engaged in Their Jobs