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Employee Feedback System for Creating a Healthy Workplace
When an organization wishes to change its culture…it helps to start by creating a new vision of what that culture will look like. Turning that vision into reality requires involvement from all levels within the organization.
Big changes are made through a series of small steps and the best way to identify those steps that will lead to a healthier workplace is to ask those that know the workplace best - your employees!
During Canada's Healthy Workplace Week 2003 make a commitment to:
- Ask your employees for their suggestions on how to create a healthier workplace, and
- Implement those suggestions that are feasible.
Listening to employees is also a great way to let them know that the organization values their ideas, so whether you're thinking of implementing this activity during the week or as a long-term strategy, the suggestions below will give you some ideas on how to get started.
- Benefits of getting feedback from employees
- Structure of an Employee Feedback System
- Receiving Input
- Assessing Suggestions
- Implementing Suggestions
- Promoting the Feedback System
- Critical Success Factors
Benefits of getting feedback from employees
Encouraging employees to help make or suggest improvements to the way work is done [by identifying problems and solutions] is good for the health of both businesses and employees.
- For organizations, such an environment cultivates a healthy business culture that promotes risk-taking, demonstrates commitment to its employees, fosters trust between management and employees, and recognizes the value of employees to the success of the organization.
- Research studies of employee health have demonstrated that the level of control and amount of input employees have over their work impacts their stress levels and overall well-being.
- Implementing suggestions from employees provides employees with recognition for their ideas and contribution to the organization and acts as a motivator in and of itself.
Human resources are considered to be an organization's greatest asset for many reasons; one being the intellect and knowledge they can contribute to their organization, thereby adding value to the way business is done. How does your organization capitalize on this asset?
When was the last time an employee in your organization put forth a suggestion for improvement that made a difference to the way work was done? The idea of a 'suggestion box' is one of the most simple and oldest methods of getting ideas from employees. If implemented right, it is the catalyst to creating a corporate culture that is built on trust. It encourages employees to be innovative and become involved in the shaping the organization by sharing ideas that benefit themselves, their co-workers and the organization.
A working example: - British Gas
British Gas, a first-class global energy company, has experienced great success with their version of the 'suggestion box' scheme. It has played a significant part in their change processes and in giving the organization its competitive edge. It was reported that over a three years period, they received over 11,000 suggestions, implemented 1,100 and realized a cost savings of over £10 million.
Structure of an Employee Feedback System
An Employee Feedback System formalizes the process of getting suggestions from the people who do the work. It encourages employees to look for ways to change current practices and enables them to identify problems and find solutions to those problems.
Whether you're looking into implementing this activity for a week or as a long-term strategy, it is recommended that a formal process be put in place to receive, assess and implement appropriate suggestions for improvement. It should also make sure that employees know it is safe to make recommendations that managers will consider all suggestions fairly.
It is further suggested that each department/area have its own feedback system in place that is specifically aligned with the needs and business objectives of that department. This allows middle managers to deal with suggestions that are department specific. Suggestions that go beyond the authority of the department head can then be forwarded to the next level of authority.
Receiving Input
- Describe what information should be included in the suggestions (i.e. be clear that employees need to identify problems and appropriate, realistic solutions to these problems.)
- Outline how the suggestions should be received. Generally, suggestions should be received on forms that have been created for that purpose. Include a contact person that employees can speak to if they have any questions.
Assessing Suggestions
- Describe how suggestions will be considered and evaluated for their feasibility. For example, at British Gas suggestions are evaluated by the following two steps:
- Does the suggestion add value to the department (organization) and can it be done? If yes, then do it.
- If the suggestion does not support the department and/or organizational business objectives and needs, then decline the suggestion and explain why.
- Set a target response time (i.e. three days) to evaluate suggestions and determine if it could add value to the business and thus be implemented.
- If suggestions need to be taken to the next level of authority, identify how this will happen (i.e. at managers meetings), the target response time for these suggestions, and how employees will be notified that their suggestion(s) will take longer to respond to.
- Re-enforce that all suggestions will be considered. For instance if responding to suggestions is tied into the performance management of managers, let employees know.
Implementing Suggestions
Lets face it, implementation is easier said than done. Taking too much time to implement viable solutions can actually backfire by giving employees the impression that the organization is not interested in their ideas. Thus, it is recommended that a process be put in place to ensure that approved suggestions are acted upon quickly and that motivation and excitement generated by suggesting ideas is maintained.
- Consider discussing implementation plans and progress for approved suggestions at team and manager meetings so that everyone who needs to be involved in the implementation process is aware of their related duties and is accountable for them.
Promoting the Feedback System
- How you promote the activity will determine the response you receive from employees. To get employees excited about the feedback system and become involved, encourage employees to have confidence in their ideas. For example, showcasing suggestions that have been implemented is a good way to both recognize employees for their contributions and encourage other employees to do the same.
Critical Success Factors
- Buy-in from senior management. If you don't have their support how will you ensure that your department is able to implement viable suggestions?
- Commitment from middle management is equally important because these are the individuals that will ensure that suggestions are evaluated and implemented appropriately.
- A solid structure that ensures all suggestions will be evaluated and implemented on the same grounds.