If you had read the last post that I entered on Wednesday 18th April most probably you would have expected to see the one that I am writing now. If that should not be the case, what I am going to do below is to describe the second part of the breakfast session that I attended yesterday morning and focused on Employee Feedback.
Speaker Derek Brown, Director of Verinit, started his talk by saying that "employees hold the key of customer experience". Therefore, loyalty from the employees side is a key factor to provide quality customer experience. How can companies track the level of loyalty of their employees. Derek Brown listed a series of on-line technologies devoted to measure loyalty: Employee Satisfaction Survey, Exit Survey, Pulse Survey and Style.
What are the benefits of using those surveys? In the speaker's view such surveys provide insight back to the leaders and give 360 degree engagement feed-back "..to get a consistent picture of an employee and their interactions with the team".
However, some perplexities about the use of such technologies arose during the interesting 'knowledge exchange' part of the event. In fact, there was someone who said: "You do not really need surveys...you can see every day their engagement level by the way they come to the office...You need to be a motivating manager to get that feed-back without surveys". Clearly, she was talking about the importance of the informal feed-back.
Others spoke about the barriers created by data and numbers. How can you communicate those numbers and make them appear important? How can you put data together? How do you filter it? There were those who thought those data are not worth using but just a waste of money.
Yet, who is responsible for that? There seemed to be a sort of agreement that employee engagement feed-back should be put into the managers' goals. You have to have engagement from the top! 'A challenge' someone said. However, to be more actionable 'its ownership should be of everyone'. Involve your people, ask your people the questions they would like to be asked.
Finally, another interesting point emerged about the need of individualising surveys. Do survey that are particular to that particular group. Gerry Brown said that, even the large organisations can have the ability to work on individualised surveys by creating small teams working on different internal stakeholders inside their organisations. That would be very important in order to identify issues that are unique to those group of employees.
Indeed, employee feedback leaves so many challenges to those who work and are interested on it. Yet, it so fascinating and interesting this challenge!