Harnessing employee feedback for organisational success

In today’s dynamic business landscape, organisations that thrive are those that embrace a culture of continuous learning and improvement. One of the most powerful tools at organisations’ disposal is employee feedback. It is not just about annual performance reviews but creating a space where feedback flows freely, fostering a sense of shared purpose and driving meaningful change.

In a recent webinar presented by Culture Amp and HRM Asia, the spotlight was on the transformative power of employee feedback in driving meaningful change within organisations. Led by Tony Tran, Lead People Scientist for Culture Amp, and Miranda Lee, Chief Workforce Officer at Motul, the discussion delved into the critical role of employee engagement and its potential to propel organisations towards success.

The webinar opened with an exploration of why feedback is crucial for organisations. Tran emphasised that at its core, feedback serves to inform whether actions or behaviours have the desired effect. Drawing parallels with rock climbing, he explained how timely feedback can significantly impact individual and organisational performance, preventing potential setbacks and ensuring sustained motivation.

Attendees were prompted to reflect on the feedback loops within their organisations, recognising areas that could benefit from increased frequency. Examples include engagement surveys, one-on-one sessions, and direct constructive feedback. The discussion underscored the need for leaders to act as coaches, tightening feedback loops to enable swift corrective actions.

Tran shared research that revealed a clear connection between a feedback-rich culture and both higher financial success and more effective performance management in organisations. “Having a high culture of feedback isn’t just relying on performance management such as annual reviews; it refers to the way people give and receive feedback to each other in the organisation as part of their ways of working. If you don’t have a strong culture of feedback then you don’t have a high-performance culture,” he explained. The importance of leaders actively seeking feedback and modelling these behaviours was also underscored, emphasising the integral role leadership plays in cultivating a feedback-centric culture.

The discussion transitioned to the practical aspects of driving culture change through feedback. Motul’s Lee shared insights into the organisation’s journey, emphasising the diverse nature of their workforce and the need to understand individual contexts. She highlighted the importance of creating experiences that align with the desired culture, making it imperative for organisations to support effective feedback mechanisms.

“Our multigenerational workforce is a tapestry of ages, genders, experiences, and nationalities. I’ve found that truly understanding each perspective is key. That’s why making Motul a great place to work is my ultimate goal,” she said. “Feedback is crucial for me – it reveals areas for improvement, highlights strengths and shows where we need to double down. But it’s all about action: how much do we take, and how does that action translate into tangible cultural improvements?”

Lee further shared how Motul transformed its learning and development programme based on employee feedback, explaining, “On learning and development, I think we can revisit the Culture Amp platform we looked at. It did a great job highlighting our high-performance areas but remember, we’re also focused on improvement, and one area that stuck out was learning and development. So, the question on our minds now is: how can we leverage this platform to make some real strides in this area and set ourselves up for future success?”

This, in turn, led Motul to create Accelerate, an in-house programme focused on building capabilities across the organisation. This demonstrates the importance of joint responsibility where employees embrace opportunities for growth while leaders actively support and encourage them.

Lee continued, “We’re committed to providing our employees with opportunities, but it’s equally crucial that they embrace them and remain open to the possibilities. I frequently emphasise this during our townhalls and conversations with the team: whatever knowledge or opportunities we offer you, no one can snatch them away. They are yours indefinitely.”

“This comes with a responsibility that the employee must shoulder. If the employee aspires to advance their career or pursue different goals, consider these opportunities as a lasting platform. Embrace them, gather the knowledge and skills they need, and keep in mind that what you acquire stays with you. These acquisitions will support your ambitions, but they will never strip them away from you.”

READ MORE: Bringing the best out of employees with performance management

To optimise employee engagement with these enriching opportunities and empower them to take ownership of their professional journeys, Tran concluded the webinar with three critical levers. “Firstly, the consistency of regular feedback serves as a catalyst for accelerated progress for both individuals and organisations. Secondly, to foster a culture of feedback, it’s imperative to craft experiences that facilitate the easy exchange of feedback. Lastly, when delivering feedback, mindfulness towards individual differences is paramount,” he concluded.