Delivering Employee Feedback
Illustration by Neil Webb

Understanding the future of feedback


From:

Delivering Employee Feedback

with Todd Dewett
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Video: Understanding the future of feedback

When I look out into the future, I see several interesting changes headed our way, with regards to how we gather and use feedback. For better performing organizations feedback will increasingly become not only more common. But far more essential. First, feedback will become more constant and less periodic. Today very often we gather data at set times and exchange feedback, at a fairly small number of set times. This is partially explained by the fact that we don't fully appreciate the utility of great.

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Watch the Online Video Course Delivering Employee Feedback
1h 7m Appropriate for all Feb 20, 2014

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In this course, author Todd Dewett helps you identify ways to give both positive and negative feedback to employees. Learn how to create a culture driven by meaningful feedback and deliver coaching and suggestions to help employees stretch and grow. Discover the characteristics of helpful feedback, different feedback types, structured conversations, and strategies to refocus difficult employee reactions.

This course qualifies for 1 Category A professional development unit (PDU) through lynda.com, PMI Registered Education Provider #4101.


The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.

Subject:
Business
Author:
Todd Dewett

Understanding the future of feedback

When I look out into the future, I see several interesting changes headed our way, with regards to how we gather and use feedback. For better performing organizations feedback will increasingly become not only more common. But far more essential. First, feedback will become more constant and less periodic. Today very often we gather data at set times and exchange feedback, at a fairly small number of set times. This is partially explained by the fact that we don't fully appreciate the utility of great.

Feedback. It's also explained by the state of our technology. We've made great strides, for example, witness the slick automated 360 systems utilized in many organizations. But we have a long way to go. In the future data collection will happen all the time, and most of it will be automated. Starting right now a small but growing number of companies are using various types of electronic sensors embedded in lanyards or office furniture for a variety of reasons. Including tracking an employee's location, mapping out employee interaction and even capturing emotion, tone of voice and other biometric indicators.

This data can be used to compare employees to one another and to compare teams. Measures like these can be used to change how work is scheduled in an attempt to increase productivity. Early results suggest big improvements are coming as we learn more about how to use this new type of feedback. Thanks to advances in technology and data analytics, we'll be faced with vastly large amounts of information about you and your team. While at the same time, we'll be far more efficient in analyzing and using the information.

From an interpersonal perspective, this means that in the future while subjectivity will never be completely eliminated, it will be much smaller. When a boss is delivering feedback on average, it will be more data driven and thus more accurate and useful. Another huge shift will focus on the use of feedback as a job improvement tool, versus a talent management tool. Today, feedback is information conveyed to an employee that is intended to help them carry out their current role. In the future, feedback will be increasingly used to change the nature of jobs with the intent.

Of maximizing fit between individual skills and interests and the needs of the organization. With the advances we're seeing in data analytics, we'll soon know exactly who's good at what and whose skills are needed so that overall, job fit is seriously increased. Stated differently, technology will increasingly allow us to leverage people's strengths like never before. Interpersonally, this means that managers will need to build new comfort and skill at discussing job changes. Because they're very likely to be more common in the future.

No matter what the data suggests, when you start changing a person's job there is a lot of risk the employee might be averse to change by disposition, or they might love their job and not want to see it change. Not to mention the risk of team chemistry that comes, with more constant tweaking of roles. I mentioned all this to indicate while the coming onslaught of new data might be revolutionary, that can't happen unless at the same time managers focus more than ever on the mechanics, of great interpersonal skills that provide the foundation for feedback.

Translated a little different. That means that all the data in the world won't matter unless relationships are positive and healthy.

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