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Goodyear reports stable Gallup Q12 engagement; staff emphasize team action plans and leadership training
Summary
Human resources staff presented results from the city's Gallup Q12 employee survey, reporting a 91% participation rate and an engagement score that moved from 54% to 53% in the 2024 cycle; leaders said the focus will be team-level action planning and Boston Coach leadership development.
Goodyear human resources staff on Monday reviewed two cycles of Gallup Q12 results and an ongoing organizational culture program aimed at improving employee engagement and leadership skills.
"We had a 91% participation rate," HR Director Lyman Lockett said when describing the city's first Gallup cycle in April-May 2023. Lockett told council the city's engagement baseline was 54%, above Gallup's broader database average (about 33%). In the April-May 2024 cycle, Goodyear's engagement score moved slightly from 54% to 53% while Gallup's national engaged figure declined from 33% to 30%.
Staff framed the shift as modest and stressed that work begun under the city's multi-phase culture journey helped limit the drop. "We do think a lot of the work that we've been doing on our culture journey helped bolster our scores so that we didn't drop as much," Lockett said.
HR staff emphasized a change in approach from department-level work to team-level action planning. Deputy HR Director Vicky Lackey described tools the city uses to operationalize the strategic plan, including quarterly self check-ins, a mentoring program (Goodyear Grows) and leadership development called Boston Coach. Lackey said the city is focusing on moving more employees into the "top box" of Gallup's scale (scores of 5) and singled out Q1 of the survey, "I know what's expected of me," and recognition as priority areas.
Council members probed the size and impact of the "actively disengaged" cohort and asked how the city will target those employees. Staff described a subgroup they call the "gettable" population—employees who are not currently attached to a supervisor or the work—and said Boston Coach and team-developed action plans are intended to increase attachment and reduce active disengagement.
The presentation also highlighted operational changes: limiting employees to three goals tied to the strategic plan, expanding strengths-based development and introducing team-level action plans so supervisors and employees jointly set priorities.
Staff said this will become an annual reporting item to the council and that phase 3 of the culture journey runs through June 2025, with additional phases planned.
Ending: HR staff said they will continue team-level action planning, leadership training and return to council with annual Gallup Q12 updates; no formal decisions were requested at the work session.
