state of the american

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State of the American Workplace

State of the American Workplace: Making Sense of Matrixed Teams

Copyright © 2017 Gallup, Inc. All rights reserved.

Chris Groscurth, Ph.D.

Senior Practice Consultant

Inside the Report

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U.S Workers: Increasingly Confident and Ready to Leave

Do Employees Want What Your Workplace Is Selling?

The Real Truth About Benefits and Perks

The Competitive Advantage of Engaging Employees

A Shift in Managing Performance

A Closer Look at the 12 Elements of Engagement

Making Sense of Matrixed Teams

The Changing Place and Space of Work

Employee Engagement: A Snapshot


Making Sense of Matrixed Teams

4 Copyright © 2017 Gallup, Inc. All rights reserved.

Majority of Employees Are Matrixed to Some Extent

5

WORKFORCE

%

1. Slightly matrixed: Employees who sometimes work on multiple teams with

people who may or may not report to the same manager

2. Manager-matrixed: Employees who work on multiple teams every day with

different people but most team members report to the same manager

3. Highly matrixed: Employees who work on multiple teams every day with

different people who report to different managers

49

18

17


Advantages of Highly Matrixed Teams

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34%of highly matrixed employees

vs. 15% of slightly matrixed employees

strongly agree that being on different teams helps them collaborate more effectively with coworkers

23%of highly matrixed employees

vs. 10%of slightly matrixed employees

strongly agree that being on different teams helps them do their best work


Highly Matrixed Employees Are the Most Engaged

7

28

34

31

29

56

55

55

57

16

11

14

14

Non-matrixed

Highly matrixed

Manager-matrixed

Slightly matrixed

% Engaged % Not engaged % Actively disengaged


Highly Matrixed Employees Feel More Supported in the Workplace

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58% more likely to strongly agree that

their opinions at work count

39% more likely to strongly agree

that someone at work

encourages their

development

29% more likely to strongly agree

that someone at work cares

about them

40% more likely to strongly

agree that their

coworkers are

committed to quality

Compared with non-matrixed employees, highly matrixed employees are:

87% 82%non-matrixed employees slightly matrixed employees

74% 70%manager-matrixed employees highly matrixed employees

The More Matrixed, the Less Time for Daily Work

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EMPLOYEES WHO SAY THEY SPEND MOST OF THEIR DAY FOCUSING ON THEIR PRIORITIES AND DOING THEIR WORK.


Highly Matrixed Employees Devote the Greatest Amount of Time to Meetings and Coworker Communication

10

% SAY THEY SPEND MOST OF THEIR DAY

NON-

MATRIXED

%

SLIGHTLY

MATRIXED

%

MANAGER-

MATRIXED

%

HIGHLY

MATRIXED

%

Responding to requests from coworkers 23 31 34 45

Attending internal meetings 2 12 15 33


Matrixed Employees Lack Clarity in Their Roles

11

% STRONGLY AGREE

NON-

MATRIXED

%

SLIGHTLY

MATRIXED

%

MANAGER-

MATRIXED

%

HIGHLY

MATRIXED

%

I have a clear job description. 48 40 38 38

My job description aligns with the work I am asked to do. 48 38 37 38


Matrixed Employees Lack Trust in Coworkers

12

% STRONGLY AGREE

NON-

MATRIXED

%

SLIGHTLY

MATRIXED

%

MANAGER-

MATRIXED

%

HIGHLY

MATRIXED

%

My team members clearly understand their roles and

responsibilities at work. 38 31 35 31I trust my coworkers to get their work done in a timely

manner. 29 23 26 24


LOWEST LEVELS OF AGREEMENT WITH THESE Q12 ITEMS:

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

• My associates or fellow employees are committed to doing quality work.

• In the last six months, someone at work has talked to me about my progress.

• I know how to prioritize my responsibilities at work.

Slightly Matrixed Employees Work in the Muddled Middle

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29% of slightly matrixed

employees are

engaged.

Project Leaders’ Roles Have Expanded – Not All Have Caught Up

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ACCORDING TO MATRIXED EMPLOYEES, THE THREE MOST IMPORTANT FACTORS IN

HELPING THEM PRIORITIZE THEIR WORK ARE:

1. clear expectations from my manager

2. clear direction from project leaders

3. communication between my manager and my project leaders


16% strongly agree their

projects are

well-managed

Matrixed Employees Lack Clear Direction for the Various Roles They Are Expected to Fill

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14% of matrixed employees

strongly agree their project

leaders provide feedback to

their manager about their

performance

23% strongly agree their manager

considers that feedback in

performance evaluations


• Don’t fear the matrix

• Clear expectations matter

• Clear direction from project leaders matter

• Effective feedback & dialogue are essential

What does this mean for Adventist Health?

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Copyright Standards

17

This document contains proprietary research, copyrighted materials and literary property of Gallup, Inc. All of Gallup, Inc.’s

content, unless otherwise noted, is protected by copyright © 2017. All rights reserved. Any citation of data or text from this

report must acknowledge the original report as the source of the content. This document is of great value to Gallup, Inc.

Accordingly, international and domestic laws and penalties guaranteeing patent, copyright, trademark and trade secret

protection safeguard the ideas, concepts and recommendations related within this document.

No changes may be made to this document without the express written permission of Gallup, Inc.

Gallup®, CliftonStrengths™, Gallup-Healthways Well-Being Index®, Gallup Panel™ and Q12® are trademarks of Gallup,

Inc. All rights reserved. All other trademarks and copyrights are the property of their respective owners.

The Q12 items are Gallup proprietary information and are protected by law. You may not administer a survey with the Q12

items or reproduce them without written consent from Gallup. Copyright © 1993-1998 Gallup, Inc. All rights reserved.


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