Feedback should always be genuinely precise, proper and substantive. Such feedback helps not only to act but aids to feedforward, and make progressive changes. Unlimited Feedback, Unconventional Wisdom
Upward feedback is absolutely necessary: People need to communicate their understanding and the contributions they expect of their parts of the organization to their teams/ employees. It is best to do this before the change is implemented, as people are more willing to commit to changes if they have a voice in them. Change leaders must truly listen to what their people have to say about solving the issues identified, and not let their own prejudices and preferences get in the way. People have to understand how the change will affect them, their role, job responsibilities, the “WITFM”...what's in it for me, so they can meet expectations.
In the business reality, there will always be 'blockers,' those that either overtly or covertly work against a successful change. It is effective to involve people 'up to their necks' in planning the change! No one person knows enough to always have the perfect solution. Work with the informal opinion makers as much as the formal structure. It is also important to get a commitment from the lower levels of an organization, and you have to listen to them about the issues (real or perceived) that they have.
Roundtable discussion is great: Asking employees to provide feedback on how you can improve during a roundtable discussion: Holding Line Management is responsible for improving concern areas in the Employee Feedback. So employees feel as though they have a voice and that upper management is listening to their concerns. Two, it allows upper management to see what the employees think of the company and gives them an idea of how to improve certain factors.
The quality of feedback is crucial to the quality of feedback being given. Questions would focus around assessing and measuring the positive experience of their workforce. It should be presented to employees as a mechanism for collecting meaningful feedback since the organization values their opinions and perceptions. Questions would focus around assessing and measuring the positive experience of their workforce. The feedback gaps are also possibly caused by homogeneous team settings. When people are too “fit in,” they think the same and act the same, without challenging each other’s point of view; and often make the compromise to be the “team player,”
Following up is superior to keep improving: As a best practice, follow up should occur immediately following the reporting/analyses/readout of the results with the senior leadership team. As a best practice, follow up should occur immediately following the reporting/analyses/readout of the results with the senior leadership team. One, employees feel as though they have a voice and that upper management is listening to their concerns. Two, it allows upper management to see what the employees think of the company and gives them an idea of how to improve certain factors.
You can also ask employees to provide feedback on how you can improve during a roundtable discussion. Surveys are always a good idea to take the “pulse” of your workforce to link workforce effectiveness dimensions to drive change and business improvement. It should be presented to employees as a mechanism for collecting meaningful feedback since the organization values their opinions and perceptions. Encourage feedback participation in Strategy and Innovation by Employees. Some organizations actively encourage everybody to comment, give inputs into these two areas in a secure fashion.
With frequent disruptions and exponential growth of information, high velocity and uncertainty, do not ignore the relevant information and invaluable feedback because it informs you with greater clarity, and helps you overcome challenges above. Feedback needs to be relevant and continuous, as close to real-time as possible, in control of the recipient and in a way the recipient can understand. Feedback is also contextual, if we consider mistakes in the past as being in a different time or context, then we are not certain to obtain the same outcomes even though it seems that we are repeating the same mistakes. Eventually, feedback should always be genuinely precise, proper and substantive. Such feedback helps not only to act but aids to feedforward, and make progressive changes.
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