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Feedback as the Universal Answer

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Image credit: <a href='http://www.123rf.com/photo_14369921_business-man-writing-input-and-feedback-exchange-concept.html'>dskdesign / 123RF Stock Photo</a>Like most human analogies borrowed from science or mechanics, we know that input into any process can be improved by measuring the results of our efforts. Monitoring a mechanical device requires all sorts of feedback mechanisms to keep it under control. Even automated devices use feedback to control future activity. The classic definition of feedback is a return of the status of the output of a system as it relates back to the input. The concept of a feedback loop in interpersonal relationships is a direct parallel. This comparison to personal feedback is not only a perfect match, there are specific details that correspond as well.

  1. Allowing for feedback is part of designing the system. Variance in outcome will happen whether or not it is measured, so for better control there must be anticipated check points for monitoring.
  2. Feedback is essential to controlling the process regardless of measure. Both positive and negative results are useful in altering the input to seek different outcomes.
  3. Clear channels for feedback need to be established. Purity of data received must be accurate and interpreted correctly or the resulting adjustment of input can skew future results.

There is seldom, if ever, a one-size-fits all answer to analyzing systems problems in HR, but a universal starting point could be utilizing feedback as a tool. In performance appraisal, the entire system is about communications and most of them are not designed to solicit feedback. Recruitment systems emphasize filling company needs while building a brand and encouraging a positive candidate experience. Without meaningful feedback from the business and candidates, other measures of success could be misleading. Building a culture of innovation and engagement is a leading topic in management practice. Do we really know if the actions of the system are producing the desired output? Exploring some common factors related to feedback helps to focus on system shifts based on results.

  • Verifiable – Detailed analysis of feedback to predicted norms can determine outliers from meaningful results.
  • Nimble – Gathering data, analyzing it for accuracy and applying the appropriate reaction in a timely manner insures that the desired output will not be changed by other actions before applying the fix.
  • Regularity – Consistency in desired output can only be maintained when feedback is obtained on a regular and recurring basis.
  • Focused – People actions and systems are subject to variability based on individual strengths and contributions, but there will be common threads that indicate trends.
  • Looping – Reassessing feedback after modifying input can be utilized to insure that the results were accomplished and output is consistent with planning.

Most performance appraisal systems are designed to be one way… communication to an employee about how they are meeting standards. By introducing a feedback loop, we are not only able to monitor performance but to gage how much motivation, or lack of it, comes from the process. Regular two-way conversations conducted frequently with employees not only encourage better performance it enhances management’s ability to effect change.

Much lip service is given to the candidate experience as a result of recruiting processes. Only when feedback is actively solicited from 100% of all candidates, both hired and not hired, will there be meaningful data to cause positive change. Preconceived ideas may or may not be true and feedback eliminates chance by measuring output to adjust input planning. This is especially true in presenting justification to upper management to commit the resources necessary to implement meaningful change.  

Much management thought has been given to creating an environment that is acceptable of change and innovative in its approach. There have been drastic shifts in direction because some manager read a trending book or followed a popular online thought avenue. Without measuring feedback from employees involved in that culture, it is no more than another incidence of management by executive whim. Openness to try new theory must be tested in the laboratory of actual work and feedback insures that it is accomplishing the desired results.

Finally, not enough can be said about listening. Unsolicited feedback that is treated as an annoyance will miss out on key opportunities. Feedback is a gift: It must be freely given and received in order for it to be productive.  

 

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