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Creating a Culture of Feedback at Work


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Creating a feedback culture in the workplace is key to driving employee retention, engagement, and ultimately, the success of your business. Still, most organizations struggle to provide their people with the timely, ongoing insights they need to stay on track. In this session you'll learn about:

• The nature of these challenges and why they exist
• The simple, social behaviors that help overcome them
• Specific strategies you can use today to help get your people on track

Presentation also includes a bonus discussion around gamification!

Published in: Business
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Creating a Culture of Feedback at Work

  1. 1. Engagement to Results<br />Conquering the feedback challenge<br />David Priemer<br />Rypple<br />
  2. 2. Key take-aways<br />What engagement means to your business<br />Critical role of feedback plays<br />Why it’s hard to get & how to make it easier<br />Bonus: harnessing the power of intrinsic motivation<br />
  3. 3. My top 2 management lessons learned<br /> It’s not about you, it’s about your team<br /> Only your mother cares about how smart you are *<br />* 2b. Everyone else cares about results .<br />
  4. 4. but results begin with…<br />Engagement <br />
  5. 5. Why is the quest for engagement so elusive?<br />
  6. 6. What is “engagement” anyway?<br />“Engagement is about aligning individuals withthemissionandprioritiesof the organization.”<br />Aberdeen Group study, July 2009<br />Beyond Satisfaction: engaging employees and retaining customers.<br />
  7. 7. Engagement reality<br />Only21%of employees are truly engaged in their work<br />Towers Perrin, Global Workforce Study of 90,000 workers in 18 countries (2008)<br />7<br />
  8. 8. Engagement is really about<br />“Discretionary effort”<br />
  9. 9. Engagement = results<br />Aberdeen Group study, July 2009<br />
  10. 10. It’s easy to see who does this well<br />
  11. 11. Question<br />“How do we drive engagement?”<br />
  12. 12. Answer<br />You don’t!<br />
  13. 13. Do we love curling THIS much?<br />
  14. 14. Question<br />promote<br />“How do we drive engagement?”<br />
  15. 15. Promoting engagement<br />“successdependson a company’s ability tounleashtheinitiative,imaginationandpassionof its employees”<br />Gary Hamel: <br />WSJ, Dec 2009<br />
  16. 16. How to get there<br />Help people know how they’re doing<br />Make positive behaviors visible<br />Encourage ongoinglearning<br />
  17. 17. …no different than grooming athletic talent<br />
  18. 18. These are all forms of:<br />
  19. 19. But feedbackis like going to the gym…<br />
  20. 20. Good in theory, hard in practice<br />We all agree it’s a good idea<br />Some of us are good about doing it<br />Most of us aren’t *<br />* if you gave all your employees free gym memberships, how many would go?<br />
  21. 21. Traditional approach: <br />Put structure in place to help us give & get feedback<br />21<br />
  22. 22. Traditional approach<br />Once or twice a year, companies stop…and have a<br /> “focal period”<br />
  23. 23. Fill out lots of complex forms…<br />
  24. 24. …evaluate people onabstract skills & competencies…<br />
  25. 25. FEEDBACK<br />
  26. 26. …& give lots of feedback all at once. <br /> “Here’s all the feedback. Now use it!” *<br />* “By the way, here’s your raise/bonus…”<br />26<br />
  27. 27. Performance reviews don’t work<br />“Get Rid of the Performance Review! It destroys morale, kills teamwork and hurts the bottom line.” <br /> “Now is as good a time as any to think about giving up this bankrupt process.”<br />
  28. 28. How people feel about reviews<br />Y N<br />Easy to complete?<br />Are they consistently helpful?<br />Is the experience enjoyable?<br />Are insights easily assimilated?<br />☐ <br />☐ <br />☐ <br />☐ <br />
  29. 29. Not surprising that…<br />75%<br />People hate performance reviews<br />*Bersin Associate Research<br />60%<br />People want to hear from their managers on a daily basis<br />*Robert Half International & Yahoo Hotjobs Survey<br />
  30. 30. formal review<br />the best stuff<br />formal review<br />Reviews miss the best stuff<br />
  31. 31. Recognition promotes retention<br />17%<br />People leave due to insufficient recognition at work<br />* Employee Job Satisfaction & Retention Survey 2007/2008<br />“One at a time, 15-second praising is 10x more valuable than a group ‘way to go gang’.”<br />*Tom Peters, Author/Management Guru<br />
  32. 32. Why do we do it?<br />CONFIDENTIAL<br />
  33. 33. but…<br />…the game has changed<br />
  34. 34. The old corporate model is breaking down<br />
  35. 35. #1: Gen Y is taking over<br />Mentoring Millennials<br />“In four years, Millennialswill account for nearly halfthe employees in the world.”<br />
  36. 36. New definition of feedback<br />The Double Meaning of Feedback<br />“When a ‘Y’ says ‘I'd like more feedback,’ they are expressing a desire to learn more.”<br />
  37. 37. 37<br />CONFIDENTIAL<br />#2: “Meaning is the new money”<br />
  38. 38. Monetary incentives don’t work<br />“…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.”<br />Daniel Pink<br />Author, Drive<br />
  39. 39. #3: We use personal tools at work<br />
  40. 40. Consumerization of IT, March 17, 2011<br />95% of Information Workers Use Self-Purchased Technology for Work<br />“95% of Information Workers Use Self-Purchased Technology for Work”<br />
  41. 41. Future state of feedback<br />Continuous<br />Drive business resultsnot just artifacts<br />Clearbenefit to the employee<br />
  42. 42. Solution for today’s workforce<br />95% of Information Workers Use Self-Purchased Technology for Work<br />Amplify existing social behaviors that promoteengagement<br />
  43. 43. Behavior #1: give recognition<br />95% of Information Workers Use Self-Purchased Technology for Work<br />“The number one motivator of people is feedback on results.” <br />Ken Blanchard: Author, The One Minute Manager<br />
  44. 44. Behavior #2: have frequent 1:1’s<br />95% of Information Workers Use Self-Purchased Technology for Work<br />“Encourage managers to have frequent, ongoing conversations with their staff.”<br />Jeffrey Pfeffer: Professor of Organizational Behavior, Stanford <br />
  45. 45. Behavior #3: get ongoing feedback<br />95% of Information Workers Use Self-Purchased Technology for Work<br />“Reach out to co-workers, listen and learn, and to focus on continuous development.”<br />Marshall Goldsmith: CEO coach & best selling author<br />
  46. 46. Oh, but it has to be…<br />Social:<br />Everyone does it together<br />Easy:<br />Integrates into work life<br />Fun:<br />People actually want to do it.<br />
  47. 47. Gamification* to the rescue!<br />* using game-play mechanics in non-game applications to engage people.<br />
  48. 48. Today, people are realizing that game design has something to say about how we design solutions to other problems.<br />
  49. 49. You can’t save a crappy service/product/environmentby bolting on game mechanics.<br />+<br />
  50. 50. Ex: Gamification of personal relationships<br />Keep in touch with people I know<br />See what people I know are doing<br />Share the things I like with others<br />Know where the action is<br />Feeling of belonging to a group<br />Intrinsic desires<br />
  51. 51. Unexplored levels<br />Experiences I share<br />Unexplored people<br />My achievements<br />Statistics<br />Icons & badges<br />Unexplored achievements<br />
  52. 52. What if people at work were as<br />engaged, happy & focused <br />as they are when gaming? <br />
  53. 53. Leveling up<br />Leaderboards<br />RealityWork is already filled with games & game-elements with extrinsic rewards<br />Badges<br />
  54. 54. Engagement * arises out of intrinsicfactors<br />- experiences of competence, self-efficacy, and mastery<br />*Badges, leaderboards, etc. are the results of achieving mastery. They’re not the reason to engage in the game.<br />
  55. 55. Learning & growth keep people engaged in their personal lives <br />
  56. 56. The Key:<br />Provide an environment that promotes people’s desire to achieve mastery of these important behaviors at work<br />
  57. 57. CONFIDENTIAL<br />Beware: not all work games work<br />95% of Information Workers Use Self-Purchased Technology for Work<br />And our favorite, the performance review game<br />Formal with very infrequent feedback. <br />A ritual game with billions spent in wasted enterprise effort.<br />
  58. 58. Want to learn more about gamification at work?<br /><br />(Work Better. Play Together? On Enterprise Gamification)<br />
  59. 59. The result of feedback mastery…<br />Greater employee engagement<br />Reduced turnover<br />Increased market position<br />
  60. 60. Haven’t listened until now?<br />Engagement drives real business results<br />A feedback culture is key to promote engagement<br />Supercharge familiar behaviours to make feedback easy & visible<br />Bonus: Tap into intrinsic motivation<br />60<br />
  61. 61. Questions?<br />
  62. 62. Ping us anytime!<br />Ready to assess your people’s engagement using Drake International’s Enterprise Survey solution?<br />Looking to learn about how Rypple can help promote feedback and engagement in your organization? <br />95% of Information Workers Use Self-Purchased Technology for Work<br />Heather Payne<br /><br />416-216-1125<br />@heatherpayne<br />David Priemer<br /><br />416-480-6498<br />@dpriemer<br />