Why and how to regularly check the engagement levels of remote teams
Understand the importance of Managers checking the pulse of the teams on a regular basis. Get practical tips how to do it.
As an HR leader, if you are able to build a strong culture of feedback, you will see that teams become more open, the communication skills improve, and there is greater alignment with company goals.
However, giving and receiving feedback is not the most common practice in all organizations. People often fear giving feedback and/or dread receiving it.
Yet, if we want to improve in anything that we’re doing - whether that is a skill or a project, and take away valuable learnings, we need to not only learn how to be open to feedback and how to give it but also how to establish it as a serious, ongoing process in our organizations.
And we’re not talking only about feedback between peers. Working in an agency, for example, poses certain challenges when gathering feedback from clients or contractors because they are technically not part of your day-to-day eco-system.
It’s difficult to know how your external parties feel about the work of specific individuals they collaborate with from your organization, especially before a project is over. The same goes for freelancers and other contractors that your organization works with on a regular basis.
This article is dedicated to helping you understand the value of requesting external feedback to improve learnings and outlines how you can streamline that process within the workflow of your organization.
To start with, organizations often understand the value of feedback, yet underuse it. Especially in cases where they work with external parties, they tend to either not collect feedback about individual performance or focus on gathering insights through vague general questionnaires in email form.
That’s not an effective method to learn and improve. The problem with that approach is that:
a) every project and client is different (so these surveys should be customized to an extent)
b) the feedback is often solely about the project itself not about how people collaborated with one another or how working with certain individuals was
c) the feedback collection happens after a project is done so if there was something going wrong throughout the process, no one could have reacted on time
Feedback should be looked at as an ongoing process, a loop if you will, in order to continuously learn, iterate, and improve. It’s not about crucifying people or judging mistakes that happened along the way.
Instead, feedback should be embraced as a mechanism to spark meaningful discussions about what is going right so your people can continue to do it, and/or discuss what needs attention so it can be corrected before it’s too late.
There are several benefits to adopting the process of requesting external feedback. Here are some of them:
The questions within your external survey are key to gathering the right feedback. They are what will determine the quality of the feedback you receive. If you keep it shorter, there’s also a big chance that it will affect completion rates positively.
You should keep in mind that Managers or project owners might want to customize certain questions to gain insights about specific aspects of a project and/or individuals. That’s why it’s important to let Managers and project owners compose their own questions, with your guidance if you see fit, in order to actually learn about what matters most and involve them in the process. Flexibility is important.
Also don’t forget that when asking questions, it’s important to create them in a more engaging and less formal way. On one hand, you assure that people understand what they’re actually being asked. On the other hand, you break down the mental barrier for them to be more honest and genuine with their answers - after all you’re speaking to a human who will be inclined to answer to the best of their abilities.
Distribute the feedback to everyone involved externally and internally at the same time. For example, if you worked on a project with several external stakeholders, urge managers to compile their questions and then send out the feedback request straight away to everyone at once.
Delaying feedback is not ideal as studies have shown that the longer you wait to give feedback, the less accurate it will be, given that people tend to forget things the more time passes by. Having everyone provide feedback at the same time is crucial as impressions will be still fresh and feedback will be gathered in one go.
To ensure you gather as much feedback as possible, and knowing that we are all very busy at work, sending a reminder to all survey participants will bring the feedback request to top of mind. That way you follow up and make sure the feedback requests don’t go unfilled. You can also customize the message to make sure your reminder is personal and well-thought-out.
Once you’ve collected the feedback you can focus on documenting and storing all the information in one place. That will benefit individuals and their managers greatly as they can arrange a 1:1 to discuss the results of the survey.
You should aim to create an external feedback process in a place that can be easily replicated so eventually there’s an established continuous learning loop. That makes the process scalable.
As this process will provide team members with valuable feedback throughout the year, they will have a better idea of their performance and where they stand. This will feed the annual performance reviews and teams won’t fall into the trap of receiving feedback only once a year about projects they worked on with external parties.
Start by mapping out how you can build this feedback process into the existing workflows of managers and their teams. The idea is that you want to create as little barriers as possible in order to increase adoption.
Managers have busy schedules so a complicated process that eats up a lot of their time will not encourage adoption. That’s why making use of tools and integrations that fit into their day-to-day operations will help you and them greatly.
Don’t forget to share important insights from these surveys within and across teams in order to optimize and accelerate learning. There’s really no point to gathering external feedback if no one will act on it and if no one will learn from it.
Gathering external feedback is not as simple as just sending out a generic survey to parties outside of your organization. Also, you can’t have a “one size fits all” approach to this process.
It’s a process that needs customizing and conscious effort to create in order to get feedback that is actually valuable to teams and their managers. Since it involves people outside of your organization, you need to think how you and managers can involve these parties and merge that with the existing workflow teams currently have.
Our advice is to pay attention to the following when setting out to create a continuous learning loop through external feedback:
If you’re looking for one simple tool to help you with creating external feedback requests, storing all important information in one place and sending out auto-generated reports to managers, make sure to learn how Impraise can support you best with setting up and automating your external feedback process.
Learn how you can support remote teams with a purpose-built platform that offers Pulse Surveys, Real-time Feedback, 1:1s, Check-ins, OKRs and Goals, Engagement Surveys, and Reviews.