Feedback

Your top performers crib of getting little of it; Others feel the same;

Most managers think they are in control and give enough of the key employee engagement factor called Feedback!

  • 14.9% lower turnover rates in companies that implement regular employee feedback.
  • 2X as likely to be actively disengaged if employees are ignored by their manager.
  • 4 out of 10 (40%) workers are actively disengaged when they get little or no feedback.
  • 43% of highly engaged employees receive feedback at least once a week compared to only 18% of employees with low engagement.
  • 65% of employees said they wanted more feedback.
These statistics show that there is clearly something wrong with the way feedback is done in most organizations

Organizations makes giving feedback a checklist activity that do not take the human aspects of giving, receiving & tracking feedback on a continuous basis!

  • 58% of managers think they give enough.
  • Small to medium organizations do not have feedback as a process.
  • Organizations make training plans without factoring organization wide feedback.
  • Managers and employees don’t value the feedback and usually consider it a one way street; a stick used to improve appraisal acceptance.
  • Personality attributes of the giver and the taker are big factors in the feedback process.
Small to medium organizations can thrive by retaining talent and the key factor managers are in control of is feedback.

Most organizations have a culture where feedback process is diluted or not leveraged as an instrument of employee engagement.

Annual Performance Reviews
  • Don’t rely on data.
  • Often tied to salary.
  • Too formal.
  • Past issues in focus.
  • Lack trust.
  • Employee don’t value feedback.
  • The manager fits feedback to appraisal.
  • Managers seldom get feedback.
  • Research shows that the frequency of feedback is an important element.
  • A Harvard study found that students’ success was not correlated with size of the class, but on frequency of feedback from their teachers.
  • Feedback needs to be informal, frequent, and done authentically with an employee’s best interests in mind.
  • Mangers should seek periodic feedback to overcome blind spots and improve trust.