Faculty and Staff Experience Survey

In today's dynamic and fast-paced work environments, clarity of expectations is paramount for both individual and organizational success. Gallup's Q12 Question 1, "I know what is expected of me at work," serves as a foundational element in assessing and improving workplace engagement and productivity. As such, understanding and meeting expectations is a shared responsibility between supervisors and individual contributors. 

Clarity of expectations goes beyond job descriptions or daily tasks; it's about aligning individual roles with organizational goals, fostering accountability, and creating an environment where employees can thrive. When employees clearly understand what is expected of them, they are more likely to be engaged, productive, and satisfied with their work.  

Benefits of Clear Expectations:

• Increased Productivity: Employees can focus their efforts effectively without wasting time on uncertain tasks. 

• Enhanced Engagement: Clear roles and responsibilities boost morale and commitment. 

• Improved Collaboration: Teams work more cohesively when everyone understands their contributions. 

• Reduced Stress: Knowing what's expected alleviates anxiety and helps manage workloads better. 

• Better Performance Evaluation: Clear benchmarks allow for fair and constructive feedback. 

Gallup suggests the following guiding questions to enhance understanding of “I know what is expected of me at work.” Supervisors are encouraged to lead team conversations that will aid in identifying appropriate actions to enhance team and individual expectations. 

• Are there times when you just don’t know what your top priority should be? 

• How can we as a team help each other communicate needs and priorities during these times? 

• How can we communicate better when work is hectic and we have to move quickly from one task to another? 

• How can we be clear in terms of our expectations of each other? 

Following team conversations, supervisors, individual contributors, and teams can all work to enhance clarity of expectations, priorities, communication, and clarity. 

Tips for each are below: 

For Supervisors:

• Regular Check-ins: Conduct frequent and structured meetings to discuss ongoing tasks and adjust priorities as needed. 

• Transparent and Effective Communication: Create safe spaces for team members to voice their needs and concerns without fear of judgment. Clearly articulate the importance and urgency of tasks, providing context about how they align with broader goals. Provide clear and succinct directives, emphasizing key points and expectations without unnecessary complexity. 

• Accessible Leadership: Be available for questions and guidance, fostering an open-door policy that encourages clarification seeking. 

• Monitor Workloads and Prioritize: Keep an eye on individual and team workloads to prevent burnout and ensure equitable distribution of tasks. Clearly delineate which tasks are most critical to guide focus and effort.  Assign tasks based on team members' strengths and current capacities, ensuring optimal resource utilization. 

• Recognize Contributions: Acknowledge and appreciate team efforts in managing and communicating priorities effectively. 

For Individual Contributors:

• Proactive Inquiry: Do not hesitate to ask for clarification when priorities are unclear. Approach supervisors with specific questions about task importance and deadlines. 

• Self-Assessment: Evaluate tasks based on impact and deadlines to make informed decisions about what to tackle first. 

• Feedback Loop: Provide updates on progress and any obstacles encountered, enabling timely adjustments and support. 

• Documentation: Keep a prioritized to-do list and update it regularly, ensuring alignment with supervisors' expectations. 

• Adaptability: Be willing to adjust your priorities and tasks in response to team needs and changing circumstances. 

Strategies for Teams:

• Collaborative Planning Sessions: Hold regular meetings where team members can discuss current workloads, upcoming tasks, and resource needs. 

• Shared Platforms: Utilize collaborative tools (e.g., project management software, shared calendars) to keep everyone informed about task statuses and deadlines. 

• Establish Clear Protocols: Develop and agree upon communication norms and protocols for sharing updates and raising concerns. 

• Peer Support Systems: Encourage team members to support each other by sharing knowledge, assisting with tasks, and providing feedback. 

• Active Listening: Promote a culture where team members attentively listen to each other's inputs and perspectives, ensuring everyone's needs are acknowledged. 

Read the full Q1 article here.

Having the right tools and resources is essential for employees to perform their jobs effectively. Gallup’s Q12 Question 2, “I have the materials and equipment I need to do my work right,” highlights the importance of equipping employees with what they need to succeed.

Without proper tools, even the most skilled employees can struggle. When employees have the necessary resources, they feel empowered to meet expectations, solve problems, and produce high-quality work.

Impact of Adequate Materials and Equipment:

• Efficiency: Tasks are completed faster with the right resources.
• Accuracy: Correct tools ensure high-quality work.
• Morale: Employees are more engaged and satisfied when equipped to succeed.
• Collaboration: Proper resources make teamwork more productive.

Supervisors can lead team conversations to enhance understanding of this principle by asking:

• Do you have all the information needed to do your job right?
• What materials and equipment are essential for your success?
• How can we work together when resources are limited?

Tips for Supervisors:

• Regularly assess resource needs and provide essential tools.
• Keep clear, up-to-date documentation and offer ongoing training.
• Minimize distractions and set clear guidelines for work hours and expectations.
• Foster a culture of innovation and resource-sharing.

Tips for Individual Contributors:

• Proactively seek clarification and stay informed about available tools.
• Share knowledge with colleagues and manage resources effectively.
• Organize your workspace and reduce distractions to improve focus.

By ensuring employees have the materials and equipment they need, organizations can boost engagement, productivity, and success.

Read the full Q2 article here.

As we move on to Q3, we’re exploring Individual Contributions, which Gallup refers to as “Know Me.” Question 3, “At Work, I Have the Opportunity to Do What I Do Best Every Day,” looks at the intersection of your talents, skills, and knowledge. 

Employees and their supervisors can identify areas for skills development to grow skills and knowledge. But employees will be most engaged, and create strong outcomes they can be proud of, when managers help align their work with their talents and give them the opportunity to do what they do best every day. 

The Strengths Philosophy:

Talent x Investment = Strength. 

Your talents are the natural, inherent themes that make up your best self. By taking the Clifton StrengthsFinder assessment - available at no charge to all George Mason faculty and staff - you can discover your Top 5 Talent themes. These talents become strengths when you intentionally invest in developing them, which happens in three phases:

Name - Know your individual talents. 

Claim – Understand how your talents show up and the unique value and opportunities they bring. 

Aim – Intentionally invest in your developing your talent themes and strengths. 

Next Steps:

1. Take the CliftonStrengths Assessment:
   Faculty and staff can access the assessment for free. Contact hrlearn@gmu.edu for more details.
2. Request a Strengths Workshop for Your Team:
   Request a team Strengths workshop or individual coaching through our Workplace Coaching Program.  

Gallup’s research shows that employees who are given the opportunity to use their strengths are 6 times as likely to be engaged at work. 

Supervisors can engage in individual conversations about strengths by asking: 

• What parts of your job do you most enjoy? What parts of your job do you feel you are best at? 

• What do you wish you could do more of every day? 

• What gets in the way of you doing more of what you do best every day? 

Tips for Supervisors:

• Host a Strengths workshop for your team; a team Strengths chart will provide insight to on the team’s shared talents, areas of opportunity, and complementary partnerships. 

• Start team meetings with a question like “How have you used your strengths this week?” 

• Display your Top 5 strengths in your workspace or email signature and encourage your team to do the same. 

• Start projects off with a conversation about how each team member’s strengths will be leveraged for success. 

Tips for Individual Contributors:

• Take the CliftonStrengths assessment and explore your results. 

• Ask your teammates and colleagues about their strengths and share yours. 

• Choose one of your top 5 talent themes and create an action plan for developing that plan with intentionality.  

Read the full Q3 article here.

Appreciation involves acknowledging the value of a person, event, or behavior and creating a positive emotional connection. In the workplace, it extends beyond recognizing performance metrics and celebrates the overall value of employees. Genuine appreciation fosters psychological safety, well-being, and engagement, while reducing absenteeism and improving retention and productivity.

Authentic, Frequent, and Individualized Appreciation
Gallup emphasizes frequent, personalized recognition. Tailoring appreciation to each employee's preferences and work setting (remote/hybrid/on-site) is key. Supervisors can lead team discussions to explore recognition practices, asking questions like:

• Who are the biggest cheerleaders at work?
• How do we create a culture of recognition?

The Five Languages of Workplace Appreciation
According to Gary Chapman and Paul White, workplace appreciation can be expressed in five ways:

1. Words of Affirmation:
   45% of employees prefer verbal or written recognition. Consider handwritten notes, private conversations, or shout-outs during meetings.
   Submit a Pats for Patriots message.
2. Tangible Gifts:
   For the 6% who prefer gifts, personalize them and consider experiences or time off.
3. Acts of Service:
   Helping colleagues can show appreciation. Always ask first, and do the task their way. Questions to ask prior to helping should be specific.  (“What would be helpful to you?,” “How would you like the task to be done?,” and “When would be the best time to help?”) 
4. Quality Time:
   Focused attention, shared experiences, and quality conversations demonstrate care.
   Examples: Team lunches, walking meetings, or attending events together.
5. Physical Touch:
   Workplace-appropriate gestures like handshakes, high-fives, or fist bumps, if welcomed.

Recognition Beyond Supervisors
While supervisors often provide recognition, anyone can boost morale and engagement by highlighting a colleague’s contributions.

Conclusion 

In conclusion, appreciation is more than a feel-good sentiment; it is a strategic asset in cultivating a healthy workplace culture. It fuels motivation, engagement, well-being, and fosters a sense of belonging, all of which are pivotal for an organization's success. 

Additional Resources 

• Use the 5 Languages of Appreciation in the Workplace 

• The Power of Meaningful Recognition Using CliftonStrengths 

• Appreciation: Individual Differences in Finding Value and Meaning as a Unique Predictor of Subjective Well-Being 

• Paul White’s Newsletter: Appreciation at Work 

• Gallup Recognition Articles 

• Mason’s Recognition and Appreciation Toolkit 

Read the full Q4 article here.

Thriving workplaces are built on trust, empathy, and connection. Gallup’s research highlights that employees who believe their supervisor genuinely cares about them tend to be more engaged, loyal, and productive. When people feel supported and valued as individuals, not just as employees, they are more likely to bring their best selves to work.  

Caring isn’t just about checking in with employees during a crisis or offering a pat on the back after a project is complete. It’s about building genuine relationships and being invested in both the professional and personal growth of team members. 

To determine ways in which individuals and teams resonate with someone at work caring about them as a person, Gallup suggests the following guiding questions: 

• How do you let your colleagues know that you care about their contributions and their successes? 

• How can we as a team set each other up for success? 

• Do we spend enough time with our team members (one-on-one time)? 

• Can customers (students, community members, internal partners, etc.) sense an uncaring environment?  How does that impact their interactions with us? 

There are many ways supervisors and peers can demonstrate they care, ranging from small acts of kindness to more structured efforts of support: 

• Active Listening and Meaningful Conversations: According to Gallup, managers and their employees who participate in meaningful, authentic, genuine, and focused discussions for only 15-30 minutes per week have a significant impact on employee engagement. Tips for meaningful conversations can be found on the Engagement at Mason website.   

• Personal Recognition and Appreciation: It’s more than acknowledging great work. Personal recognition might mean celebrating milestones in an employee’s life outside of work, a significant personal achievement, or simply remembering a birthday. HR’s Recognition and Appreciation Toolkit can support appreciation opportunities.  The toolkit includes virtual celebration backgrounds, printable cards, and more! 

• Flexibility and Understanding: Offering flexibility when employees face personal challenges or making accommodations for work-life balance shows a genuine concern for their well-being.  

• Mentorship and Development: Supervisors who care, invest time in helping employees grow. This might include providing opportunities for learning, advocating for their advancement, or offering guidance on career paths. 

• Well-Being Support: Offering support that prioritizes well-being shows employees that they are valued beyond their job titles. This can be through formal resources like Employee Assistance Programs (EAPs), CommonHealth, the Center for the Advancement of Well-Being's programs or simply encouraging time for self-care. 

• Encouraging Peer Support: Caring isn’t just a top-down approach. Create opportunities for faculty and staff to connect with and support each other. This can be through mentoring programs, team-building activities, or simply fostering a culture where people are encouraged to be themselves. Contact the HR Organizational Development and Learning team for support in these areas at  hrlearn@gmu.edu.  

• Valuing the Whole Person: Recognize that employees bring their whole selves to work, including their personal challenges, passions, and strengths. When people feel like they can be their authentic selves, their sense of belonging deepens. 

Supervisors and individual contributors are encouraged to show genuine care for faculty and staff as we all strive to “Thrive Together”. 

Read the full Q5 Article here.

Gallup’s Q6 statement “There is someone at work who encourages my development” highlights the importance of employees having a mentor, coach, or supervisor who actively fosters employee growth. Employees develop faster and engage more effectively when they have a supervisor or other mentor who is invested in their career progression and provides guidance and opportunities for learning. Research demonstrates that employees who receive encouragement in their development are more likely to be engaged and motivated in their work.  

Tips for Supervisors:

• Hold Team and 1:1 Check-ins and Discussions: Ask how employees feel about their work and what they enjoy most. Identify tasks they would like to try or explore in their current roles. Discuss learning opportunities and team successes. Ask employees what they want to learn and how you can support learning opportunities.     
• Conduct Individual Development Conversations: Explore challenges employees face, discuss their short and long-term goals and identify job enrichment opportunities that will support their growth. Gallup suggests the following guiding questions that supervisors can utilize to gain further insight about their team members: 
  • Do you believe you are being challenged at work? What challenging experiences are you facing? What challenges are you being encouraged to take on? 
  • In the past six months, have you developed any new relationships or partnerships to support you in your work? 
  • When you are “in the trenches” getting the job done, what are some ways we as a team can help you? 
• Recognize and Reinforce Strengths: Provide exposure to new challenges and responsibilities based on strengths. Celebrate progress and validate employees’ contributions.   

Tips for Individual Contributors:

• Seek Personalized Development Opportunities: Identify areas where you want to grow or new skills you want to acquire. Have conversations with your supervisor to align your development goals with your current role.  

• Engage in Ongoing Conversations About Growth: Don’t wait for annual reviews—initiate regular discussions with your manager about progress and challenges. Share how you prefer to receive feedback and recognition and discuss any challenges you would like to tackle. 

• Embrace Continuous Learning and Experimentation: Development is a continuous process, not a one-time achievement. Celebrate personal milestones and look for new areas where you can expand your current skill set. 

• Collaborate to Build a Supportive Team Environment: Participate actively in team development activities and offer support to peers. Explore ways to improve team dynamics by suggesting areas where you or the team can grow together, such as skill exchanges. 

George Mason Resouces

• Explore the many Performance Mangement Resources (VPN access is required for this page) including SMART goal setting, the Monthly self-reflection report, Questions to Ask during a One-on-one discussion, and more. 

• Review the Reward and Recognition Toolkit to find ways to celebrate employee’s progress. 

• Submit a request for George Mason's Internal Workplace Coaching Program. 

• Sign up for a training or workshop in MasonLEAPS or complete a LinkedIn Learning Course to expand your current skillset.   

Read the full Q6 Article here.

Question 8 challenges us to consider if our daily work feels connected to the broader mission, vision, purpose, goals, and strategic priorities of George Mason University, helping us see our roles as part of a larger, collective effort. Like links in a chain, each of us supports and strengthens the other; the chain depends on every link to work as it should to achieve the collective goal.

For faculty and staff at George Mason, connecting to the mission means understanding how our roles contribute to the “innovative and inclusive academic community committed to creating a more just, free, and prosperous world.” 

Reflecting on this mission, it’s helpful to consider the Gallup guiding questions to deepen our sense of purpose and value in our work: 

• When do you feel your job is important? 

At George Mason, many employees feel a profound sense of importance when they see the impact of their work on students and the campus community. Whether it’s a professor inspiring students, a financial advisor helping with resources, or a facilities team member keeping our environment safe, every role supports George Mason’s mission to create a welcoming and transformative educational experience. The core value of our students come first emphasizes that every effort contributes to empowering students on their academic and personal journeys. 

• What do you do to add value for our customers? 

In the context of higher education, our “customers” include students, colleagues, and the broader community we serve. By answering questions with care, assisting students through challenges, or creating a supportive learning atmosphere, we each add value. Our value shines through our commitment to George Mason’s values, including acting with integrity and honoring freedom of thought and expression, which together foster an environment of respect, inclusivity, and trust. 

• Has an internal or external customer ever told you that you made a difference? 

Many employees at George Mason have felt affirmed by a heartfelt “thank you” from a student, a note of appreciation from a colleague, or feedback from a community partner. These moments are powerful reminders that our roles matter. Each time we live out George Mason’s value that diversity is our strength, we help create a culture where everyone feels valued, and this positive impact is often reflected back in moments of appreciation. 

• What can we do as a team to help build pride in where we work? 

Building pride as a team means recognizing each other’s contributions and coming together in support of George Mason’s mission and values. When we embody George Mason’s value of we thrive together, we see our work as interconnected, each role contributing to a strong, cohesive environment. Celebrating successes, encouraging collaboration, and recognizing that we are part of something larger helps reinforce pride and commitment across departments and teams. 

Embracing this connection to mission, vision, values, and purpose reminds us that we are more than just employees; we are part of the community dedicated to making a positive difference. Together, we are building a legacy of learning, growth, and inclusivity. 

Read the full Q8 article here.

Read the full Q9 article here.

In the workplace, having a trusted friend can enhance daily experiences, build a supportive work environment, and make challenging tasks feel lighter. Gallup Q10, “I have a best friend at work,” emphasizes the importance of these connections.  

The following George Mason faculty and staff, who have each developed meaningful friendships at work, have shared their experiences and insights below: 

• Bella Moncure, Public Health Marketing and Communications Manager, University Life  

• TJ Pegg, Assistant Director for Strategic Development and Engagement, Student Success Coaching 

• Friba Alizai, Operations Manager/Coordinator, Office of Strategic Budgeting and Planning 

How does having a close friend at work impact your daily experiences or motivation on the job? 

Friba: “Having close friends at work greatly enhances my daily experience and motivation. Their presence brings positivity and support, making even challenging days more manageable and enjoyable. Knowing we’re all striving toward the same goals keeps me inspired, and if I ever have a question or need assistance, I can always rely on their help. I also have a best friend outside our immediate office who is incredibly kind—when she discovered I needed guidance, she didn’t hesitate to make time to help and guide me. She often says, “We’re one team, all working toward the University’s shared goals,” which reinforces our collective purpose and strengthens my dedication.” 

How do you promote team cohesion and opportunities to build meaningful connections, amongst your own team? How do you allow space for others to make best friends at work?  

TJ: “In our unit, we have many ways that we connect as there are few opportunities where all are in the same place at the same time. Naturally, some folks gravitate towards others and form closer working relationships and friendships, but I think what has helped shape those that I consider my “best friends” at work has been intentionally making time for those that I want to get to know more, taking the extra step, and setting the example for my team and others about the importance building strong connections to make coming to work more enjoyable.” 

 What are some examples of times when your friend’s support has made a difference in your work? 

Friba: “My friends at work have made a tremendous difference, especially during times of tight deadlines and high pressure. Their readiness to offer advice, lend an extra hand, or simply boost morale has been invaluable in keeping everything on track. For example, when I needed training in budget reconciliation and using MicroStrategy reports, a dear friend from another office, highly skilled in these areas, took the time to guide me through each step. Additionally, my coworkers were always available, patiently answering my questions and ensuring I felt confident in my work. Their collective support has been instrumental in my growth and in maintaining smooth operations.” 

How do your friendships help you navigate challenges or celebrate successes at work?  

Bella: “We lean on each other during tough times, and it’s comforting to have someone who truly understands what you’re going through. Celebrating each other’s successes is also a highlight—we genuinely cheer each other on, which adds a lot of joy to our work lives.” 

 In what ways do you feel your friendship contributes to a positive work culture within your team or department? 

Friba: “Our friendships contribute to a positive work culture by fostering trust, open communication, and mutual support. Since I joined three years ago, I’ve learned so much from my colleagues’ experiences, which has helped me grow. Working together to meet the University’s goals becomes even more rewarding when we view each other as friends rather than just coworkers. This support system makes me genuinely look forward to work, no matter the challenges ahead, because I know my friends have my back. Even a few minutes to vent or share a laugh can lift my spirits and help me tackle the day with positivity.”   

 What unique qualities does your friend bring to the workplace? 

Friba: “My friends bring unique qualities to the workplace that I really value, including kindness, reliability, and a great sense of humor. Each one has their own personality and strengths: one is always making us laugh, another encourages us to take breaks and go for walks, one loves decorating the office for the holidays, and a few have a green thumb and enjoy growing plants around the workspace. Another friend actively volunteers at university events, and someone else often brings snacks to share with the team. These individual qualities inspire us, keep the team close, and make our work environment lively and enjoyable.”  

Bella: “Stephanie brings a ton of positivity and support. Her ability to see challenges as opportunities really inspires me, and her kindness makes every interaction feel warm and welcoming.” 

How do you and your friend(s) balance friendship with professionalism in a way that enhances your productivity? 

Friba: “We balance friendship with professionalism by staying focused on work tasks during the day while also leaving room for connection. This balance boosts our productivity because we respect each other’s roles and responsibilities, as well as our friendship. If someone is too busy to assist, join lunch, take a Tuesday Walk, or attend the $5 lunch First Friday of every month, we simply say, "Next time!" and we respect each other's availability.”  

Bella: “We’re both professional when it comes to work, and we know when to put on that professional lens. Our mutual respect helps us navigate that balance, allowing us to enjoy our friendship while staying productive.” 

TJ: “I would say it has helped my best friends and I to be even more productive in the work that we do. Sure, there are times when we don’t agree – but at the end of the day we get the work done when we are working on projects together and can bring transparency to our conversations.” 

In what ways do you feel your friendship contributes to a positive work culture within your team or department?  

TJ: “My department has been an amazing environment over the last four and half years to work in. We have a naturally supportive environment, have a unit-wide team and social chat, provide opportunities for kudos and recognition in multiple spaces, and celebrate the experiences and perspectives that each of us bring to the team. I think this is something we’ve made very transparent in our recruitment and onboarding process, as my unit has grown significantly since I first started, and I continue to enjoy coming to work and working with my colleagues and best friends.”  

What advice would you give others about building meaningful connections at work? 

Friba: “Be genuine, open, and considerate. Showing kindness, offering support, and being reliable in your work and actions can help build meaningful connections. Friendships often grow naturally from shared goals and mutual respect, so focus on teamwork and collaboration.” 

Bella: “Be open to new relationships and take the time to connect with your colleagues. Attend events, share your experiences, and don’t hesitate to reach out. You never know how deep those connections can grow!” 

TJ: “Make the extra effort to find your person and nourish that friendship to the fullest. For those Grey’s Anatomy or Suits tv show fans, find the Christina to your Meredith or the Mike to your Harvey.” 

To make connections and develop trusted relationships, perhaps even best friends at work, like Friba, TJ, and Bella, consider the following: 

Create Opportunities for Interaction 

• Encourage Participation in Social Events and Organize Casual Gatherings: Group lunches, coffee breaks, and team outings provide informal settings where employees can connect. Team-building activities, university events, and volunteer opportunities also bring people together.  George Mason’s Faculty and Staff Networks, including Employee Resource Groups, Affinity Groups, and Communities of Practice and Project Connect provide opportunities for faculty and staff to develop connections.   

Encourage Open Communication 

• Build a Welcoming Environment: Team cohesion starts with a culture that values each member’s input. Encouraging open communication helps team members feel comfortable sharing thoughts, challenges, and ideas. 

• Offer Peer Mentorship: Establishing formal or informal peer mentorships can connect employees across departments and help them share their experiences, skills, and advice. 

Recognize and Value Unique Strengths 

• Acknowledge Contributions: Recognize the unique qualities that each team member brings, such as humor, reliability, or organizational skills. When employees feel their strengths are valued, they are more likely to feel a deeper connection to their colleagues and workplace. 

• Promote Collaboration: Joint projects encourage interaction between employees who may not typically work together. Pairing colleagues with complementary strengths can lead to stronger partnerships. 

• Celebrate Together: Acknowledge birthdays, project milestones, and personal achievements. Celebrations build a sense of camaraderie and give employees a reason to come together and enjoy shared successes. 

 Be Genuine and Inclusive 

• Show Kindness and Support: Meaningful connections are often built on mutual respect and kindness. Simple acts like offering help, acknowledging accomplishments, and showing empathy create a solid foundation for friendship. 

• Embrace Inclusivity: Be open to new relationships across departments, backgrounds, and roles. Embracing diversity enriches the workplace, allowing each employee to bring their unique perspectives and strengths. 

Read the full Q10 article here.

Gallup’s final Q12 question measures the degree to which an employee feels they are given opportunities to learn and grow. Having opportunities to continuously develop is a basic human need, one that stays with us regardless of our roles and experience levels.  

We might first think of a training or other formal learning event when we envision ‘learning at work.’ However, growth opportunities can take many forms: finding a better way to do a job, taking on additional responsibilities, mentoring other team members or being mentored… anything where employees feel challenged and personal improvement will support learning.  

Benefits of Learning Opportunities 

• Productivity: When employees are learning and growing, they work harder and more efficiently.  

• Motivation: Having a chance to learn or try something new—rather than only doing the same thing every day—can build momentum and enthusiasm.  

• Innovation: Employees who have opportunities to learn have better ideas and approaches to work. An environment that fosters learning will foster innovation.  

• Retention: Employees who have opportunities to learn and grow at work are twice as likely to say they will spend their career with their organization. 

Questions 

Supervisors can engage their teams in initial conversations on growth and learning with the following questions from Gallup.  

• When was the last time you felt like you learned something new in your role?  

• What experiences are you challenging yourself with this year?  

• What do you want to be doing in three years? How will you get there? 

• Are there things you need to learn to do your job better?  

Tips for Supervisors 

• The best managers create learning opportunities at the individual level - Invest time in getting to know your employees’ career goals and strengths to help match them with the right opportunities to grow and develop. 

• Help your team members set both expanding (short-term skill-building) and aspirational (career oriented stretch) goals.  

• Check in on employees’ progress often, and ask them what they are learning and how they are applying it to their roles.  

Tips for Teams 

• Connect with GMU’s Organizational Development and Learning to request a tailored team development experience on change management, team building, conflict/communication skills, etc. 

• Consider partnering employees with complementary strengths and different subject matter expertise to work on a task together. These partners might learn something new that they did not know before.  

• Match a new employee with an employee with more experience to help the new employee learn about the job more quickly and provide an opportunity for the veteran employee to take on a new role.  

Tips for Individual Contributors  

• Partner with a coach through GMUs internal Workplace Coaching Program. A coach can provide free, personalized, confidential support for your growth and development goals. 

Read the full Q12 article here.