In Three Feedbacks discussed yesterday, I hinted at how those feedback tools can increase and improve our employee engagement.
Sure, feedback does serve a number of purposes, from justifying pay raises (or not) to changing managerial behavior to recruiting high-level candidates for employment.
But let's stick with employee engagement as our primary concern. I suggest that employee engagement receives increased when an organization applies one, two or all three feedback tools.
Every one of the feedback methods…
Generates attention to and focus on specific behaviors, performances, and desired improvements. Whether an employee provides feedback for her manager, his peers or those reporting to her, she has to pay attention to what they do and how (well) they do it. As well, when an employee receives feedback, whether from his manager, his peers or his reports, he is drawn to focus on what he's being told.
Demonstrates value of the employee and his observations, opinions, and performance. Any invitation to share what one has seen, felt, thought conveys that what she offers has innate value. That suggests she is valued by the organization. This applies specifically to the Employee and 360o Feedback devices.
The Performance Feedback tool suggests the employee's value to the organization. Certainly, the sensitivity and sincerity with which the process is carried out determines how much value is conveyed.
Abundant research demonstrates that knowing one has value and is valued where he works enhances his engagement in his work.
Prompts improvement by employees (including managers and leaders) in specific areas. The basic purpose of any feedback is to provide means and/or motivation for improvement. Again, the manner in which the feedback is gathered, reported, and delivered to the individual has a direct effect on how (well) it is received. The reception of the feedback impacts the individual's implementation and improvement.
Any effort to better one's performance requires an array of engagements: identifying/accepting weaknesses, understanding tactics and tools for improving, applying same tools.
As well as the various purposes those feedback instruments serve, they also improve employee engagement. So, just in case you were looking for one more reason….
Tomorrow, you'll see four specific how-to tips to make any or all of the feedback with which you engage your employees work!
Tags: 360 feedback, Employee Engagement, employee feedback, performance feedback
Hi Tim
I liked your article on how good feedback can be a key part of improving employee engagement.
I would agree, and add that,for Feedback to be really effective:
- The content needs to be right i.e. what are we asking and what exactly is the feedback telling us
- The way it’s positioned is cricital, i.e. it’s not just another thing that HR want us to do, but something that is going to be takent notice of will make change happen
As you say, the bigger message from individual or group feedback is that you are valued as an employee and that the organisation cares about talking to you and listening to you.
Of course, don’t scupper that great message by
asking for feedback and then
1. Disagreeing with it (“yes, but there’s an reason why I/we do it like that..”)
2. Listening but not hearing (“thanks for the feedback”, then nothing apparently changes)
3. Using the feedback as a stick to beat people up with, or
4. Only hearing and acting on the negative stuff – positive feedback is just as important..we can always do more of the good stuff!
What do you think?
Comment by Jo Ayoubi — October 9, 2008 @ 10:12 am
Jo,
Good feedback! I agree with all you say. In fact, the posting following this one (http://c2e.typepad.com/culture_to_engage/2008/10/how-to-make-feedback-make-a-difference-to-ee.html) offers 4 ways to show the employees that it matters (and so, that they matter!).
Tim
Comment by Tim Wright — October 9, 2008 @ 11:03 am