Creating Engagement
Resources for faculty, staff, and supervisors to deepen their understanding of the elements of engagement and learn practical ways to support personal growth and team flourishing.
Understanding Engagement
A Brief Guide to the Elements of Engagement
Describes and provides context for each of the twelve elements of Gallup's employee engagement model.
Q12+ Manager Resource Guide
Provides additional context, conversation starters, and best practices related to each of the twelve elements of employee engagement.
Packet: Driving Employee Engagement
Describes the levels and relevance of engagement, offers group and individual activities, and context for some of the language used in the Q12 model.
What It Means to Have a Best Friend at Work
Why do we talk about having a "best friend" at work? What does it really mean? (For more research-based and theoretical explanations, see the Q12 and engagement FAQs, below.)
Gallup Q12 and Employee Engagement FAQs
Frequently asked questions about employee engagement and Gallup's engagement survey.
UO Employee Engagement Guide
Strategies for managers and employees to create and maintain engagement.
If you only have time for a few quick tips...
- Seek out more opportunities to interact and build meaningful connections with colleagues.
- Incorporate engagement-focused questions into everyday conversations.
- Prioritize listening over speaking—curiosity builds trust and insight.
- Empower others by recognizing successes and celebrating progress.
Understanding Flourishing
Flourishing Defined, With Examples
Defines the university's domains of flourishing and provides examples of each domain for students, faculty, staff, and the institution.
Oregon Rising
The University of Oregon's strategic plan. Employee engagement is a key part of our goal to create a flourishing community.
Engagement is everyone's responsibility.
Employee engagement is a shared responsibility that extends across all levels of the institution. Organizations create the conditions that support engagement, and it is strengthened when leaders, managers, department heads, and individuals actively commit and contribute.
Group | ResponsibilitieS |
|---|---|
Organization University of Oregon | Set overall direction and vision and remove barriers. Provide resources—human, technical, and financial. |
Leadership Academic and administrative leaders | Communicate the importance of creating a culture of engagement. Reinforce values and direction through role modeling, actions, and decisions. |
Managers and supervisors | Create an environment in which engagement can happen. Translate organizational goals and visions to team priorities, objectives, and tasks. Provide ongoing feedback and development for every team member. |
Teams | Create the team's culture. Develop and implement goals and plans to drive engagement. Reinforce good work and communicate team needs. |
Individual | Maintain their own engagement. Create and implement goals and plans to enhance engagement. Support the engagement of others and the team. |