5 ways to give feedback that elicits real change

How to use feedback to
drive organizational success


Rusty Lindquist

Jacob Shriar

VP OF HCM STRATEGY & IP

DIRECTOR OF CONTENT

BAMBOOHR

OFFICEVIBE



Feedback as key to
organizational progress


The most competitive
economy in history


–Bersin by Deloitte


– Ram Charan
Best-selling Author,

World-renowned Business Advisor


FEEDBACK SYSTEMS


-Workboard


Feedback and
Employee Engagement


Employee Feedback Statistics
• 14.9% lower turnover rates in companies that
implement regular employee feedback.
• 2X as likely to be actively disengaged if employees
are ignored by their manager.
• 65% of employees said they wanted more feedback
• 58% of managers think they give enough.
• These statistics show that there is clearly something
wrong with the way feedback is done in most
companies.
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According to research,
employees crave feedback.


What they found was that by roughly a three

to one margin, employees believe that
constructive feedback does more to improve
their performance than positive feedback.


Frequent Feedback
is the Key
Annual performance review is way too long
to wait for feedback. Feedback needs to be
frequent and sincere.


Examples Of Companies
Switching From Annual To
More Frequent Feedback


Expedia
“The hope was to create a performance culture that would help to improve
both individual and team performance and ultimately drive business results.
The emphasis would now be on frequent feedback and coaching and to
evaluate the here and now, not just the results.”

- Karen Crandall, Former Director of Compensation


Twilio
“We don’t wait until the annual performance review to give feedback. You
never want to have a surprise. This is especially important with millennial
workers, who really want feedback. They want to always be learning,

always be growing, and they’re looking for that constant feedback. It’s not
that they’re looking for constant praise, but rather they want to keep score.
They want to know how they’re doing.”
- Jeff Lawson, CEO


Adobe
”The check-in is far more informal. While the check-in process is regular
and on-going, it starts at the beginning of the year, since it’s tied to people
having yearly expectations.”
- Donna Morris, SVP


Deloitte, Accenture, and even GE are
now starting to move away from annual
reviews to more frequent feedback.


Instead of annual reviews,
have regular one-on-one’s
(most people do it monthly)


One On One Meetings

• 1 hour meeting once a month to discuss informally anything
on an employee’s mind.
• This is NOT a performance update. This is a conversation
that is about making the employee happier and more
productive at work.

Companies Swear By This Process
“…if Tim doesn’t meet with each one of his employees in the
next 24 hours, I will have no choice but to fire him and to fire
you. Are we clear?”
– Ben Horowitz, The Hard Things About Hard Things, pg. 102

Many well known companies including HubSpot, Moz, and
Atlassian, use them, too.


How To Run Your One-On-One
• 10-minutes: Informal catch up
• 20-minutes: Employee’s agenda items
• 20-minutes: Manager’s notes and questions
• 10-minutes: Action plan and next steps

Action Plan Is Most Important
• What can I hold you accountable for next time we talk?
• What can I be accountable to you for the next time we talk?


Feedback
and Culture


Culture is the story we tell ourselves,
and each other, about where we work.