Building and Promoting a Culture for Feedback
Building bench strength is critical. Strong pipelines are grown by providing the right coaching and development. This can’t happen without feedback.
While feedback and development often focus on leadership, starting with entry-level employees is critical to building your bench. They represent the faces, hearts, and hands of your company and culture. In addition to bench strength, feedback earns the trust and commitment of your team. We know our team cares and is committed to our success; and we’re energized to continue our journey together.
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Our research across industries shows that coupling performance feedback with opportunities for growth and development is one of the strongest drivers of intentions to stay with an organization – even for entry-level employees.
With that said, a key tool to consider is 360-degree feedback. Not just a survey – but a process – for capturing and acting on the observations of direct reports, peers, supervisors, and even external stakeholders, affected by employee performance.
If you are considering launching a 360-degree feedback program for the first time, our guide provides answers to commonly-asked questions to help set you up for success, including –
- Are you ready for a 360-degree feedback process?
- How should you evaluate performance?
- What types of questions should you ask to ensure our data is reliable and valid?
- Who should participate in the process?
- Once you have the data, what will you do with it?
- How do you build a motivating process that ignites change and inspires employees – from individual contributors through executives?
