Your SlideShare is downloading. ×
How to Use Employee Feedback for Business Improvement
Upcoming SlideShare
Loading in...5

Thanks for flagging this SlideShare!

Oops! An error has occurred.


Saving this for later?

Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime - even offline.

Text the download link to your phone

Standard text messaging rates apply

How to Use Employee Feedback for Business Improvement


Published on

Gathering feedback and using it appropriately is essential to assessing the current state of your organization, ensuring buy-in for change, and ultimately making the improvements deemed critical for …

Gathering feedback and using it appropriately is essential to assessing the current state of your organization, ensuring buy-in for change, and ultimately making the improvements deemed critical for business success.

In the Human Resources sphere when discussing feedback we usually think of how we conduct the ‘annual employee survey’ when we gather data in an attempt to measure engagement levels across the entire organization.

Managing this process is crucial and while many organizations are collecting the data they are not applying what they learn in ways that contribute to meaningful and substantive change.

In this presentation we explored the key things you should do in order to achieve breakthroughs in performance and innovation and how you can use the insights you gain to seize the opportunities for improvement.

Published in: Business

1 Like
  • Be the first to comment

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

No notes for slide


  • 1. How to Use Employee Feedback for Business Improvement #HRfeedback
  • 2. Robin Schooling, SPHR Ryan Caligiuri Managing Director | Strategist Business Growth Strategist Silver Zebras, LLC Clear Picture @RobinSchooling @RyanCaligiuri
  • 3. what engagement is…and isn’t…
  • 4. “employee engagement is the emotional commitment the employee has to the organization and its goals” Kevin Kruse
  • 5. Gallup - Q12 (2012) work units top quartile vs. work units bottom quartile formed outper 10% on customer ratings 22% in profitability 21% in productivity
  • 6. by collecting, analyzing and acting upon information you can drive change in your organization
  • 7. Clarifying the Purpose The bac Feed cess k Pro Gathering Feedback Analyzing the Data Correlating the Data Taking Action
  • 8. step 1: clarifying the purpose
  • 9. what is your purpose and what is the meaning?
  • 10. 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
  • 11. common business reasons -  increase revenue -  drive innovation -  cost efficiency -  a strategic corporate shift
  • 12. common ‘HR’ reasons -  increase engagement -  improve productivity -  reduce turnover -  reduce costs
  • 13. 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
  • 14. “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
  • 15. 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?
  • 16. employees want to know their voice will be heard! most important!
  • 17. step 2: gathering feedback
  • 18. consider multilingual delivery? gather feedback? • online? • paper-based? • mobile? focus on the diverse needs of your audience? how will you…
  • 19. how you ask the questions… …may determine the answers too gentle? too confusing?
  • 20. tip! ask both open ended and closed ended questions
  • 21. how yo u do e su mak ey s e th r up? how
  • 22. mobile social incentives think like a marketer gamification where are they?
  • 23. step 3: analyzing the data
  • 24. what are you hearing?
  • 25. types of data quantitative qualitative deals with numbers deals with descriptions can be measured observed not measured
  • 26. approach the data correctly !  don’t mistake correlations for causation !  don’t make invalid comparisons !  accurately establish margins of error
  • 27. beware of biases and conclusions
  • 28. step 4: correlating the data
  • 29. what additional data do you need? Photo credit: swisscan / / CC BY-NC-SA
  • 30. HR information performance data new hire surveys productivity stats
  • 31. service logistics sales look across the enterprise
  • 32. other social data customer reviews candidate feedback external channels
  • 33. think about… -  who and what impacts your department? -  how do improvements in another area impact your success?
  • 34. follow up •  meetings with employees •  small focus groups •  probe for clarity
  • 35. step 5: taking action
  • 36. the biggest complaint? ve r c ing e noth of it! mes o
  • 37. build a timeline
  • 38. to do… -  set goals -  plan for communication -  monitor progress -  hold people accountable
  • 39. w it’s hen ction for a time who will do what by when?
  • 40. consider ‘pul rvey e’su s a su o me t pact re im ange f ch o
  • 41. be… … social … collaborative … transparent
  • 42. gathered feedback analyzed the data develop solutions
  • 43. raving results
  • 44. conclusion have purpose take action communicate & clarify without data it’s only conjecture!
  • 45. questions? Robin Schooling, SPHR Ryan Caligiuri contact us!