What do companies get wrong about employee feedback?
Finding the right balance of collecting and using employee feedback can be difficult. Many companies regularly ask their employees for feedback via surveys and interviews, but they do not necessarily follow up on that feedback with action. If companies do take action, they sometimes do not include employees in the action planning/ implementation or communicate the efforts back to employees who provided the initial feedback. While feedback can be helpful to have, some companies tend to ‘over-survey’ their employees, asking for too much feedback too frequently, creating survey fatigue.
Can you tell us how employee feedback has led to increased retention?
At RX, we are careful not only to ask employees for feedback, but to specifically include them in both action planning and the implementation of activities. That way, we engage employees in the actual solving of issues they raised, giving them immediate buy-in. Increased employee engagement has a direct correlation to employee retention. Some of the feedback tools we use create an interactive dialogue between managers and employees directly. This increased communication often results in employees feeling heard and supported by their managers, which can lead them to stay longer at RX.
Check out the RX Global Careers page here!
What do companies get wrong about employee feedback?
They often don’t encourage the process of giving true feedback. For our organisation we do encourage all employees give and receive feedback, and we have the correct platforms in place to help enable these conversations. As we continue to evolve our psychological safety educational offerings, true and authentic feedback will be bolstered with these principles.
Can you tell us how employee feedback has led to increased retention?
Increased feedback can lead to stronger psychological safety and meaningful career discussions that enable progress and promotions. Being able to act on feedback shows employees they have a voice and can initiate change and champion innovation. Without question it helps to build trust and authenticity.
Check out the LexisNexis Risk Solutions Careers page here!
What do companies get wrong about employee feedback?
Companies believe that by making feedback personalized (instead of anonymous) they will get better results: more location/role/qualification specific, etc. But better for what? For analysis, not for providing bottom-up feedback. In my opinion, by taking away anonymity, we sacrifice the quality of data for the purposes of convenience to present it to the stakeholders. Keeping the feedback loop anonymous is the key to getting honest, even if sometimes too emotionally charged experiences of real people who are not defined by their roles.
Can you tell us how employee feedback has led to increased retention?
We started sending anonymous Team Satisfaction surveys once a year 7 years ago. Since then, we’ve gone from long to short surveys, from one extensive survey to a batch of smaller surveys we send through the year, to creating a Grievance mechanism in the company. Conflict resolution function and trust in the notion that my voice will be heard and the action will follow contributed largely to a sense of belonging for our people.
Check out the DataArt Careers page here!
What do companies get wrong about employee feedback?
A critical component of employee feedback is listening. It’s not enough to only ask employees for their feedback—companies need to listen and take meaningful action. Employees’ needs and expectations change over time, and companies can ensure they’re continuously meeting their people’s needs throughout the employee lifecycle/at every stage of their careers, if they continue to listen to employee feedback and act on the information they receive.
Can you tell us how employee feedback has led to increased retention?
As the saying goes, people don’t leave companies, they leave managers. At UKG, we believe everyone deserves a great manager as part of a positive employee experience. Twice a year, we survey every employee around the world through our U Krewer Experience (UKX) survey, which includes our Manager Experience survey. These questions are tailored to learn more about where our managers are succeeding and where there are opportunities to improve, so we can enhance the work experience not just for our employees, but also their managers—to help retention across our company.