Explore Gallup's research.
An agile matrix requires clear expectations, a sense of purpose -- and as little red tape as possible.
Learn why leaders should focus on what's working and what employees do best when preparing an organization for change.
Six months doesn't seem like much time to fix engagement problems in a government workplace. But leaders can do it -- in just six steps.
Vision and purpose help companies know what AI they need and why -- activating on a vision requires a culture that encourages workforce participation.
Learn how to lead your organization through change by creating a positive vision based on what's possible in the future.
Discover three key elements to transform your organization's culture and, ultimately, improve business outcomes.
Outcome-based cultures focus on results over process. Learn how managers in OBCs use employees' strengths to push performance.
Outcome-based cultures focus on results more than process. They also consistently consider customer engagement, purpose and people.
Outcome-based cultures focus on results, rather than process. Learn how this helps organizations get the most out of their talent and time resources.
Having data doesn't make your organization data-driven. Learn how using the right analytics positions HR leaders to create a data-driven culture.
Do your brand partnerships generate revenue and improve your brand identity, or are they harmful? Consider these three factors to find out.
Learn why strong workplace cultures can challenge companies undergoing M&A and how your company can avoid common revenue-destroying mistakes.
Slightly more than a third of millennial workers say the mission of their organization makes them feel their job is important.
A Gallup study proves the business benefits of strengths-based development for employees.
To build a highly talented workforce, companies need a compelling employee value proposition.
When a company's employees aren't aligned with its organizational identity, the result is unhappy customers.
Business leaders face an ongoing challenge to make their company's purpose real -- and the hard work starts with their employees.
When employees leave a company, many often take valuable attributes like knowledge and experience with them. But departing employees might also walk off with something more intangible: a piece of the company's established corporate culture.
35% of U.S. Managers Are Engaged in Their Jobs