Implementing a continual feedback process
Putting a process in place to build a self-sustaining feedback culture takes time, but is at the heart of the continuous feedback approach. It’s made up of a series of steps:
Simple feedback collecting system
It’s important that managers, employees and peers are able to provide feedback in an intuitive way. This can be achieved through an app or face-to-face. While both methods are as powerful to the recipient as each other, it’s important the feedback is constructive, as comments that affect an employee’s self esteem can lead to negative performance ratings.
Encourage employee feedback
The old adage of ‘if you build it, they will come’ isn’t always a given in the world of business and the process requires input from management to be effective. One of the benefits of using technology in your continuous feedback model is the ability to see how much engagement there is with the system. Either way, reminding individuals to get involved will be key, especially to begin with.
Feedback shouldn’t be held back from an employee until the next time a manager sees them face-to-face - this is too reminiscent of the old annual performance review system. Instead, it should be accessed regularly to inform conversations and usher in improvements. Research shows that employees who have check-ins with managers are 33% more likely to give and request feedback afterwards.
Outcomes of a successful continuous feedback rollout
When continuous feedback solutions are effectively implemented, a number of clear benefits should be evident. They include improved collaboration between colleagues, coaching from more senior team members, better decision making, increased agility, improved skills acquisition and greater rates of employee retention.
HR teams will find a continuous feedback model works for all employees, whether they’re already high achievers or those that are struggling. A common misconception is that feedback must have a positive or negative slant, while it can in fact just provide an alternative angle and influence a project to take a different direction.
Businesses with a more feedback-focused outlook are linked to high-performance cultures. This is good for retaining talent and positively impacting the bottom line, but it also emphasizes employee experience. This shift from a preoccupation with engagement lends itself to a more holistic approach that is particularly popular with millennials, who expect something different from the workplace than the generations before them.
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