Think about the last time you bought a car. Did you do any research to see how other consumers feel about the vehicle? Did you read reviews of the pros and cons of purchasing it? What about choosing a physician? Did you read online reviews of the doctor to gain a better understanding of their performance? With today’s proliferation of information online, consumers are used to accumulating feedback before making a decision. The workplace shouldn’t be any different. Employees need frequent feedback and opportunities to regularly solicit opinions in order to make the most important decisions regarding their work and performance.
It is human nature to want to know how others feel about something, good or bad. And it’s no different when it comes to the workplace. Employees want to know how others perceive them, whether related to performance, a project or working with team members. They want feedback. In fact, according to a February 2106 survey conducted by PwC, 60% of employees reported wanting feedback on a daily or weekly basis.
Unfortunately many organizations do not have a process or solution in place that allows their employees to seek feedback in real-time. As a result, they are forced to rely on one annual review summarizing an entire year. Yet, 77% of HR execs believe annual performance reviews aren’t an accurate representation of employee performance. Too often it feels forced and fails to address the majority of noteworthy accomplishments. Instead, it tends to focus on ratings or overall job success and typically only includes thoughts from a manager, not an entire team or co-workers. Rarely are peers and coworkers empowered to share their insights even though they are often working together on projects and daily work.
More frequent communication and input from others helps employees stay engaged and increases workplace satisfaction. For example, Gallup cites that employees whose managers hold regular meetings with them are almost three times as likely to be engaged as employees whose managers do not. Checking in with employees allows more focused conversations to address any current or potential issues and to better understand how your team is feeling.
Managers can use these opportunities to share both positive and negative feedback. Consider that employees who better understand their strengths tend to be better performers. In one study of nearly 66,000 employees, those who received strengths feedback had turnover rates that were 14.9% lower than for employees who received no feedback. Keep in mind that managers also need input. The same study examined 530 work units with productivity data and found that teams with managers who received strengths feedback showed 12.5% greater productivity than teams with managers who received no feedback.
To address these needs, HighGround recently launched the next generation of its Check-In and Feedback products to empower employees to take ownership of their career development by initiating conversations with supervisors and soliciting feedback from peers, leading to more frequent, quality conversations. Learn how your organization can leverage HighGround to boost performance, increase workplace satisfaction and reduce turnover.