THE ADVANTAGES OF FREQUENT FEEDBACKS

The Advantages of Frequent Feedback

The Advantages of Frequent Feedback

One of the fastest ways to destroy the spirit of the workplace is to ask employees their opinions about it, and then ignore their replies. Too many companies make this mistake when they conduct employee survey participation. When employees are asked their opinion about their work, they can reasonably expect to receive a response from management on the results (Csikszentmihalyi, 1990).

If they wait in vain, that the answer, they might just as reasonably to their feelings, attitudes, and the solutions were rejected. But this is not always the case. Sometimes the administration simply did not know what to do with the results of the survey.

Quote: When the managers and working groups to discuss issues openly, and then act on these discussions, the overall growth of the employee.

A well-designed survey can help to increase participation, but only if it is part of an integrated approach to the management of interaction. Once the survey results are available, their release should be closely followed by two things: including the impact of planning, as well as effective changes.

Measuring - and increasing - the involvement of employee

Gallup has been studying the involvement of an employee for over 30 years. One of the results of this study for the 12 item survey - of Q12 - that measures the interaction, as well as links to important business decisions, including conservation, productivity, profitability, attract more clients, and security (Anderson, & Schunn, 2000).

But measuring the level of participation is not enough to encourage participation in their own, but it is only the first step in this process. Three elements are key to increasing the participation of workers in the working groups, regardless of size or industry (Blackwell, & Dweck, 2007): an assessment of employee engagement, the impact of planning on the basis of measurement results, as well as for changes based on the impact of planning - and then repeat this process to maintain or further improve the level of interaction (Dörnyei, 2001).

Gallup conducted a comprehensive study of the benefits from the impact of planning in the process of engaging employees. No wonder that, when the leaders and working groups to discuss issues openly, and then act on these discussions, the overall employee participation - and the business benefits associated with it - to grow (Csikszentmihalyi, 1990). Acting on the results imply that managers work with their working group to examine the fact that members of the working group are thinking about each item in the survey - as well as what ideas they might have for improvement. When managers do not make or influence the plan without input from their employees, attracting business and related metrics plummet (Anderson, & Schunn, 2000).

In our study, Gallup found that the following six steps, it is important to make the impact of planning an effective part of the process of improving employee engagement (Dörnyei, 2001):

Enter the impact of planning sessions, as well as to express its ...