Creating a Culture of Feedback at Work

Engagement to Results
Conquering the feedback challenge
David Priemer
Rypple

Key take-aways
What engagement means to your business
Critical role of feedback plays
Why it’s hard to get & how to make it easier
Bonus: harnessing the power of intrinsic motivation

My top 2 management lessons learned
It’s not about you, it’s about your team
Only your mother cares about how smart you are *
* 2b. Everyone else cares about results .

but results begin with…
Engagement

Why is the quest for engagement so elusive?

What is “engagement” anyway?
“Engagement is about aligning individuals withthemissionandprioritiesof the organization.”
Aberdeen Group study, July 2009
Beyond Satisfaction: engaging employees and retaining customers.

Engagement reality
Only21%of employees are truly engaged in their work
Towers Perrin, Global Workforce Study of 90,000 workers in 18 countries (2008)
7

Engagement is really about
“Discretionary effort”

Engagement = results
Aberdeen Group study, July 2009

It’s easy to see who does this well

Question
“How do we drive engagement?”

Answer
You don’t!

Do we love curling THIS much?

Question
promote
“How do we drive engagement?”

Promoting engagement
“successdependson a company’s ability tounleashtheinitiative,imaginationandpassionof its employees”
Gary Hamel:
WSJ, Dec 2009

How to get there
Help people know how they’re doing
Make positive behaviors visible
Encourage ongoinglearning

…no different than grooming athletic talent

These are all forms of:

But feedbackis like going to the gym…

Good in theory, hard in practice
We all agree it’s a good idea
Some of us are good about doing it
Most of us aren’t *
* if you gave all your employees free gym memberships, how many would go?

Traditional approach:
Put structure in place to help us give & get feedback
21

Traditional approach
Once or twice a year, companies stop…and have a
“focal period”

Fill out lots of complex forms…

…evaluate people onabstract skills & competencies…

FEEDBACK

…& give lots of feedback all at once.
“Here’s all the feedback. Now use it!” *
* “By the way, here’s your raise/bonus…”
26

Performance reviews don’t work
“Get Rid of the Performance Review! It destroys morale, kills teamwork and hurts the bottom line.”
“Now is as good a time as any to think about giving up this bankrupt process.”

How people feel about reviews
Y N
Easy to complete?
Are they consistently helpful?
Is the experience enjoyable?
Are insights easily assimilated?
☐ 
☐ 
☐ 
☐ 

Not surprising that…
75%
People hate performance reviews
*Bersin Associate Research
60%
People want to hear from their managers on a daily basis
*Robert Half International & Yahoo Hotjobs Survey

formal review
the best stuff
formal review
Reviews miss the best stuff

Recognition promotes retention
17%
People leave due to insufficient recognition at work
*Salary.com Employee Job Satisfaction & Retention Survey 2007/2008
“One at a time, 15-second praising is 10x more valuable than a group ‘way to go gang’.”
*Tom Peters, Author/Management Guru

Why do we do it?
CONFIDENTIAL

but…
…the game has changed

The old corporate model is breaking down

#1: Gen Y is taking over
Mentoring Millennials
“In four years, Millennialswill account for nearly halfthe employees in the world.”

New definition of feedback
The Double Meaning of Feedback
“When a ‘Y’ says ‘I'd like more feedback,’ they are expressing a desire to learn more.”

37
CONFIDENTIAL
#2: “Meaning is the new money”

Monetary incentives don’t work
“…when the tasks involve higher levels of cognition or creativity, the monetary incentives actually stifle performance rather than drive it. In addition, people undertake activities for reasons of mastery, purpose, etc. rather than specifically for monetary reward.”
Daniel Pink
Author, Drive

#3: We use personal tools at work

Consumerization of IT, March 17, 2011
95% of Information Workers Use Self-Purchased Technology for Work
“95% of Information Workers Use Self-Purchased Technology for Work”

Future state of feedback
Continuous
Drive business resultsnot just artifacts
Clearbenefit to the employee

Solution for today’s workforce
Amplify existing social behaviors that promoteengagement

Behavior #1: give recognition
“The number one motivator of people is feedback on results.”
Ken Blanchard: Author, The One Minute Manager

Behavior #2: have frequent 1:1’s
“Encourage managers to have frequent, ongoing conversations with their staff.”
Jeffrey Pfeffer: Professor of Organizational Behavior, Stanford

Behavior #3: get ongoing feedback
“Reach out to co-workers, listen and learn, and to focus on continuous development.”
Marshall Goldsmith: CEO coach & best selling author

Oh, but it has to be…
Social:
Everyone does it together
Easy:
Integrates into work life
Fun:
People actually want to do it.

Gamification* to the rescue!
* using game-play mechanics in non-game applications to engage people.

Today, people are realizing that game design has something to say about how we design solutions to other problems.

You can’t save a crappy service/product/environmentby bolting on game mechanics.
+

Ex: Gamification of personal relationships
Keep in touch with people I know
See what people I know are doing
Share the things I like with others
Know where the action is
Feeling of belonging to a group
Intrinsic desires

Unexplored levels
Experiences I share
Unexplored people
My achievements
Statistics
Icons & badges
Unexplored achievements

What if people at work were as
engaged, happy & focused
as they are when gaming?

Leveling up
Leaderboards
RealityWork is already filled with games & game-elements with extrinsic rewards
Badges

Engagement * arises out of intrinsicfactors
- experiences of competence, self-efficacy, and mastery
*Badges, leaderboards, etc. are the results of achieving mastery. They’re not the reason to engage in the game.

Learning & growth keep people engaged in their personal lives

The Key:
Provide an environment that promotes people’s desire to achieve mastery of these important behaviors at work

CONFIDENTIAL
Beware: not all work games work
And our favorite, the performance review game
Formal with very infrequent feedback.
A ritual game with billions spent in wasted enterprise effort.

Want to learn more about gamification at work?
http://www.slideshare.net/rypple
(Work Better. Play Together? On Enterprise Gamification)

The result of feedback mastery…
Greater employee engagement
Reduced turnover
Increased market position

Haven’t listened until now?
Engagement drives real business results
A feedback culture is key to promote engagement
Supercharge familiar behaviours to make feedback easy & visible
Bonus: Tap into intrinsic motivation
60

Questions?

Ping us anytime!
Ready to assess your people’s engagement using Drake International’s Enterprise Survey solution?
Looking to learn about how Rypple can help promote feedback and engagement in your organization?
Heather Payne
hpayne@na.drakeintl.com
416-216-1125
@heatherpayne
David Priemer
dpriemer@rypple.com
416-480-6498
@dpriemer

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Creating a Culture of Feedback at Work

by Work.com - A Salesforce Company on Mar 24, 2011

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