The feedback<\/strong> mechanism for employees from the HR point-of-view consists of<\/p>\n This mechanism should be<\/p>\n In our blogpost, we focus on providing feedback to employees and gathrering the feedback from them, i.e. on the communication part of the feedback mechanism.<\/p>\n Feedback for a employee can be defined as information, criticism, or rating<\/strong> that one side (e.g., a team leader) provides to another (e.g., a specialist) to appreciate, modify, improve further steps or behavior. For feedback it is not necessary to be given by the superior to the subordinate (hierarchically in the company). Feedback is often given by one manager to the other (at the same level) or even a team member to his team leader (to the superior). Generally, the group feedback to an individual (for example, a whole company to the boss) or an individual to the group (for example, a team leader to his team) is common.<\/p>\n \u201eIt is good that there is a opportunity to express yourself to work or colleagues. Not everywhere that goes without saying. I would consider the possibility of shared feedback in the group, it will open an interesting confrontation. \u201c Some companies or corporations can differentiate employee feedback, one-on-one<\/em>, or performance review<\/em>. They may differ in content. At the one-on-one, less structured ratings, impressions, employee\u2019s plans are being discussed, and at the performance review structured by the process’s performance and employee results are adressed. Or they differ in composition. At one-on-one employee sits with his closest manager or boss. At the performance review the specialist or HR specialists could join them. Smaller companies, like Basta Digital, in the effort to avoid complexity and repeated encounters often mix multiple evaluation formats into one<\/strong>. Therefore, we communicate the feedback to the employee at the same time as we evaluate his \/ her work results and performance. One-on-one often goes very informally, sometimes out of the office.<\/p>\n It is almost impossible not to provide feedback<\/strong> at work. You do that when you appreciate, criticize, suggest improvements to anything or anyone at work. Using the parallel of personal life: If your partner always oversalts your favorite soup, it’s better to let him know. Otherwise, you will enjoy it rarely, perhaps at your mum\u2019s visit.<\/em> In the blogpost we do not focus on the ad hoc feedback that your colleague sitting at the next table can provide you anytime. We focus on an organized way to provide feedback.<\/p>\n The feedback mechanism in companies is one of the best inventions that helps to improve<\/strong> work practices, work habits, job results, eliminating work bad habits, improving interpersonal working relationships, enhancing individuals’ abilities, improving the workplace and contributing to a better work environment.<\/p>\n Data<\/strong> that is part of the feedback (e.g. invoice hours for a employee, NPS of employee\u2019s clients, etc.) should be available to the employee as well as to the manager anytime<\/strong>. This will allow both sides to keep track of the development and to the employee to improve.<\/p>\n It is essential not only to provide feedback to employees but also to get back it from them<\/strong>. Constructive feedback will allow to the employee to improve specific skills and focus on the most important. Feedback from the employee to the manager will enable to improve work conditions, remove obstacles, or prevent unwanted employee leave or loss of motivation.<\/p>\n It is said that the feedback is the treasur<\/strong>e. For your most nifty and most proactive people, the feedback is lifewater. They are able to do a lot of good work and appreciate that you will provide them a continuous rating, which will contribute to even better results of their effort<\/strong>.<\/p>\n In this blogpost, although we focus on the feedback system within the company, we can also get feedback from the client or provider (and we proactively ask for it) or give it to the client.<\/p>\n In an effort to enhance the effectiveness of the feedback mechanism, companies implement various automated tools that simplify not only data collection but also feedback gathering with the objective to save time = money.<\/p>\n \u201eI’m glad if the feedback is surprising and you have such a ‘Oh moment’ that I could even take that direction. I appreciate when feedback is structured, for example, by ‘start, stop, continue’ structure. So, you’ll find out what you have to start doing, to stop doing and what you have to continue doing.\u201c At Basta digital (former Pizza SEO), we have been organizing meetings to provide feedback to employees since the company’s foundation<\/strong> in 2006. We have experienced hundreds of them. They were also some where both sides (both the manager and the team member) were leaving with a clear idea of what to do next for success of (team member, client project, company), but also those that resulted in unspecified expectations from a team member which have never been filled and quickly ceased to be important. Over the years, we have been using a number of effective practices to streamline the providing and gathering of feedback.<\/p>\n Ad hoc feedback to a colleague, when something goes right or wrong , is important and effective. You do not have to wait 2 months until the end of the quarter for the deadline for a regular feedback meeting. In addition, a regular feedback meeting should be implemented in the company, which everyone counts with<\/strong>. It is usually organized by the manager for each member of the team he manages. At Basta digital, every three months.<\/p>\n Feedback meeting without preparation or with hothead is not a good idea. If you organize it once in 3 months, feedback should be focused on the work and performance of your colleague for the whole 3 months, not for the last week. In our company, colleague who is the subject of the meeting:<\/p>\n The manager is prepared as follows:<\/p>\n \u201eI like the most the feeling when I exactly know what my long-term carrier should be and might be and I’m motivated to do it actively and purposefully.\u201c Feedback meeting is moderated by the manager<\/strong> or direct supervisor, as he\/she gradually passes all the points with the employee that both have prepared.<\/p>\n\n
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\n<\/i>– Imrich Petro, digital marketing strategist at Basta digital<\/p><\/blockquote>\nWhat is the feedback good for?<\/h2>\n
\n–\u00a0<\/i>Zuzana Kone\u010dn\u00edkov\u00e1, teamleader at Basta digital<\/p><\/blockquote>\nHow to give and receive feedback?<\/h2>\n
Planning<\/h3>\n
Preparation<\/h3>\n
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\n<\/i>– Miriama K\u0159\u00ed\u017ekov\u00e1, data analysis specialist at Basta digital<\/p><\/blockquote>\nFeedback meeting itself<\/h3>\n