How has implementing a feedback culture

In a corporate context, the primary intention of feedback provided to an employee or team is to improve efficiency, behaviour, and results. Feedback can be positive (reinforcing) or constructive (focusing on areas for improvement). It is also understood as feedback from the recruiter to the candidate. This is the definition of feedback we also had at Infolet.

Did we consider ourselves great at feedback?

Of course!

After all, the priority was to provide feedback to the candidate after each stage of recruitment.

The managers also seemed to take care of everything—one-on-ones, periodic assessments, and indicating areas for improvement.

However, the team had problems and frustrations. There were situations when employees misunderstood the information provided by managers.

We wanted to improve the company’s communication quality and started with training.

 

Read how introducing a feedback culture in the company increased efficiency and improved communication.

Skillful feedback has a positive impact on the organization.

The most important of them:

• Increased employee engagement
• Increased transparency
• Help in employee development

Employees who regularly receive feedback on their work and are appreciated for their contribution have a much easier time seeing the broader perspective of their actions. Their motivation and commitment to the company’s activities increase.

An employee to whom the manager has indicated areas for improvement knows what the company expects of them and what they should focus on. Feedback can show directions to work on themselves and support their development.

Being open to providing feedback to all employees, regardless of the direction of the message, helped us maintain transparency. Open communication is crucial because transparency is one of our company’s most important values​.

At Infolet, we have worked to create a safe environment for providing feedback from the very beginning of the company’s existence.

During onboarding, we mentioned how important open communication and the exchange of opinions are to us. Feedback should be respectful of the other person.

We have also addressed regularity and bidirectionality from the very beginning. We implement this, among other things, through an “open door” policy to the CEO. Moreover, every employee can make an appointment with any manager when needed. They do not have to wait for the manager to take the initiative. Of course, tools such as one-to-one or periodic assessments are also standard.

As I mentioned at the beginning, we noticed that we need more training on properly giving and receiving feedback.

The primary goal was to improve communication and, as a result, improve the quality of cooperation in teams and between departments.

Benefits that we noticed after the training on giving and receiving feedback:

The effectiveness of teams has increased, and employees work better. There are fewer misunderstandings. Problems previously swept under the carpet and harmed the company’s atmosphere are now quickly explained. The quality of work, atmosphere, and relations between employees have improved.

Employees’ self-awareness has changed. Now, we know to think about the purpose of information before giving feedback. Realizing the purpose of the statement and the person we want to talk to makes us more careful about the choice of words.

We also started paying attention to whether the feedback we want to give a coworker will stimulate them to develop or only make us feel better.

Example:

“I started wondering whether if I pay attention to the way another person works, it will be because I want them to do the task better – to develop; or because I want them to do it “my way” because I think my way is better.”

We appreciate each other more. During the training, we realized how important it is to respect each other. We assumed that people usually know they are doing a good job, and there is no need to mention it often. However, the discussion showed something different. Since we also give each other positive feedback, emphasizing how their behaviour or help positively impacted our work, it is simply more enjoyable to work.

Another benefit is that changing our communication from “we” to “I” made the feedback more effective. Changing the statement from “everyone thinks that…” to “I think that…” makes the message more personal, and the recipient automatically pays more attention to it.

The biggest challenge was realizing that we needed to implement a feedback culture. As I mentioned at the beginning, it was obvious to us that we were giving feedback, and others were receiving it.

Once we realized that we had some shortcomings, we proposed training. All back office employees, from the CEO to managers to specialists, participated in the training. We are not a large team; we often cooperate with other teams. That is why we wanted to have training sessions at the same time.

At first, the attitude of the employees during the training was quite conservative. Some people were nervous because one of the training participants was the company’s CEO with managers. Over time, when there was an opportunity for an open exchange of opinions and views, and thanks to thoughtful facilitation, the attitude began to change. Practising the method of “lowering or raising status” also helped. Mixing in pairs meant that managers and employees practised conversations that raised and lowered the interlocutor’s status. Thanks to this, we learned to communicate across organizational levels.

The biggest challenge is maintaining a balance between positive and corrective feedback. During the training, the need for positive feedback emerged. However, we remember that feedback intention is to correct behaviour, which leads to improved cooperation and ultimately affects work efficiency. In daily meetings, we practice feedback based on respect for the other person. We give feedback almost immediately. It is easy to talk about expectations for the project or the other person’s behaviour.

Feedback improved relations and the company atmosphere.

A few weeks after the training, we noticed an improvement in the company’s atmosphere. When giving feedback, we focus on behaviour, not on the other person. Pointing out a mistake is perceived as advice, not a personal attack. Feedback supports people, not embarrasses them. Feedback is the beginning of a conversation. It is not a one-way message.

Improved efficiency and quality of work

We focus on solutions, not problems. We discuss how to deal with the challenge and what can be done differently. We base our decisions on facts, not general features. We adapt our actions to changing requirements faster and eliminate ineffective practices faster.

Climate for joint learning

Feedback based on respect for the coworker promotes learning and mutual inspiration. Employees receive clear guidelines regarding their strengths and areas for potential improvement. As a result, they approach their development more consciously, choosing training that helps them achieve their goals.

Thanks to this, the competencies of the entire organization grow.

Openness in communication

We have noticed a growing feedback culture in which employees feel comfortable expressing their opinions, whether in relations with coworkers or superiors.

Transparency in communication will allow us to respond to problems faster, reduce the number of misunderstandings and facilitate the resolution of conflicts.

We observe with great interest how implementing the feedback culture affects our organization. Thanks to openness, we can develop and avoid communication problems. We will be a friendlier workplace, and our employees will find it easier to achieve their goals and grow.