SHRM: How To Improve Employee Feedback Structure
What is one way HR can improve their employee feedback structure?
To help your business improve its employee feedback structure, we asked HR leaders and CEOs this question for their best insights.
From starting with expectations to making feedback an ongoing leadership requirement, there are several ideas that may help leadership teams improve on and maintain healthy employee feedback structures.
✨Make Feedback An Ongoing Leadership Requirement✨
- Bill Glenn, Executive Chairman at Crenshaw Associates
“Many executives have a fear of giving direct feedback. The way to ensure it becomes part of the corporate culture and everyday habits is to simplify the objective-setting process with a few objectives (3 -4) and direct ties to business results. This will send the message that it is a critical but quick milestone and not a long process with too many objectives which can’t be measured.
Make feedback an ongoing leadership requirement and deliver it in real-time. These are coachable moments and cast a leadership shadow. This way it is not episodic and avoids the 'I have my review coming up' with surprises. Include behavioral objectives if needed but get feedback from key stakeholders.
Make talent reviews less subjective with metrics.
➡️ Are they an exporter of talent across the enterprise?
➡️ Have they built a strong and diverse team?
➡️ Do they show an enterprise purview and help their peers become successful?
https://blog.shrm.org/blog/how-to-improve-your-employee-feedback-structure-13-tips-from-hr
What is one way HR can improve their employee feedback structure?
To help your business improve its employee feedback structure, we asked HR leaders and CEOs this question for their best insights.
From starting with expectations to making feedback an ongoing leadership requirement, there are several ideas that may help leadership teams improve on and maintain healthy employee feedback structures.
✨Make Feedback An Ongoing Leadership Requirement✨
- Bill Glenn, Executive Chairman at Crenshaw Associates
“Many executives have a fear of giving direct feedback. The way to ensure it becomes part of the corporate culture and everyday habits is to simplify the objective-setting process with a few objectives (3 -4) and direct ties to business results. This will send the message that it is a critical but quick milestone and not a long process with too many objectives which can’t be measured.
Make feedback an ongoing leadership requirement and deliver it in real-time. These are coachable moments and cast a leadership shadow. This way it is not episodic and avoids the 'I have my review coming up' with surprises. Include behavioral objectives if needed but get feedback from key stakeholders.
Make talent reviews less subjective with metrics.
➡️ Are they an exporter of talent across the enterprise?
➡️ Have they built a strong and diverse team?
➡️ Do they show an enterprise purview and help their peers become successful?
https://blog.shrm.org/blog/how-to-improve-your-employee-feedback-structure-13-tips-from-hr
