Published on February 27, 2014
How to Use Employee Feedback for Business Improvement #HRfeedback
Robin Schooling, SPHR Ryan Caligiuri Managing Director | Strategist Business Growth Strategist Silver Zebras, LLC Clear Picture @RobinSchooling @RyanCaligiuri
what engagement is…and isn’t…
“employee engagement is the emotional commitment the employee has to the organization and its goals” Kevin Kruse
Gallup - Q12 (2012) work units top quartile vs. work units bottom quartile formed outper 10% on customer ratings 22% in profitability 21% in productivity
by collecting, analyzing and acting upon information you can drive change in your organization
Clarifying the Purpose The bac Feed cess k Pro Gathering Feedback Analyzing the Data Correlating the Data Taking Action
step 1: clarifying the purpose
what is your purpose and what is the meaning?
nine performance outcomes lower/less ! ! ! ! ! ! higher absenteeism turnover shrinkage (theft) safety incidents patient safety incidents quality incidents (defects) customer ratings/metrics ! productivity ! profitability ! Gallup…2012 meta-analyses
common business reasons - increase revenue - drive innovation - cost efficiency - a strategic corporate shift
common ‘HR’ reasons - increase engagement - improve productivity - reduce turnover - reduce costs
common problems - doesn’t have senior leadership sponsorship - seen as an HR ‘project’ - conducted in order to sell employees an idea - viewed as an easy fix
“a strategic initiative with the sole objective of providing guidance around the matter of how and where to invest in people to maximise business performance” Hay Group..2012
employees will want to know… • is this anonymous? • how much time will this take… and can I complete during work time? • what sort of incentive is there?
employees want to know their voice will be heard! most important!
step 2: gathering feedback
consider multilingual delivery? gather feedback? • online? • paper-based? • mobile? focus on the diverse needs of your audience? how will you…
how you ask the questions… …may determine the answers too gentle? too confusing?
tip! ask both open ended and closed ended questions
how yo u do e su mak ey s e th r up? how
mobile social incentives think like a marketer gamification where are they?
step 3: analyzing the data
what are you hearing?
types of data quantitative qualitative deals with numbers deals with descriptions can be measured observed not measured
approach the data correctly ! don’t mistake correlations for causation ! don’t make invalid comparisons ! accurately establish margins of error
beware of biases and conclusions
step 4: correlating the data
what additional data do you need? Photo credit: swisscan / Foter.com / CC BY-NC-SA
HR information performance data new hire surveys productivity stats
service logistics sales look across the enterprise
other social data customer reviews candidate feedback external channels
think about… - who and what impacts your department? - how do improvements in another area impact your success?
follow up • meetings with employees • small focus groups • probe for clarity
step 5: taking action
the biggest complaint? ve r c ing e noth of it! mes o
build a timeline
to do… - set goals - plan for communication - monitor progress - hold people accountable
w it’s hen ction for a time who will do what by when?
consider ‘pul rvey e’su s a su o me t pact re im ange f ch o
be… … social … collaborative … transparent
gathered feedback analyzed the data develop solutions
conclusion have purpose take action communicate & clarify without data it’s only conjecture!
questions? Robin Schooling, SPHR Ryan Caligiuri firstname.lastname@example.org email@example.com contact us!
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