Sydney, Australia, December 16, 2017 --(PR.com
)-- By looking at the feedback patterns of customers contained within almost 3 years of feedback data, real time performance management company Pay Compliment has found some common patterns that highlight the challenges organisations face in creating a culture of continuous coaching.
Firstly, that feedback habits are not easily formed, and are easily broken.
They found that it can take up to 3 months for people to get used to the idea of giving and receiving feedback in real time, and that a short break can reverse any progress.
"We noticed that feedback activity significantly declined after common holidays like Christmas and Easter, and that the habits formed in the lead up to these needed to be reignited when workers returned to work" said David Perks, Founder and CEO of Pay Compliment.
"Even a few days out of the loop is enough to break the cycle. Similar to missing a few sessions at the gym, it can create a barrier to restarting," Perks said.
A second area of analysis has been gender and seniority.
“We found there is a complex dynamic in play when it comes to who will give feedback to who,” says Perks.
Analysis showed that women are more comfortable giving feedback to other women, that men are 60% less likely to give feedback than women are, but that women giving feedback to men was the least common combination of feedback exchanges from a gender point of view.
Seniority comes in to play too, with feedback generally flowing more freely from higher seniority levels to lower ones.
“When seniority and gender are considered together, it’s tough to get the feedback you need the higher in the organization you are, and particularly if you’re a male leader. In that situation you really must ask for feedback rather than waiting for it to come,” Perks remarked.
It may not be as simple as just asking though. A further and surprising finding was that many people are more comfortable being non-responsive to requests for feedback, than providing their observations when asked.
“We worry about organizations that are not measuring the extent and effectiveness of their coaching conversations and expecting that they just happen and add value. Our data demonstrates this would be unlikely,” said Perks.
Real time performance management and feedback technology doesn’t replace the conversation but it does add value to the process.
As a result of their findings Pay Compliment has implemented platform changes to drive desired behaviors.
New features released today are designed to reduce barriers and friction in the feedback process.
· Deadlines have been added to feedback requests so that there is a hard date to respond by. Based on these they send reminders so that requests cannot be put off or overlooked completely.
· Recurring requests (similar to a repeating appointment) have been added so that a worker can set a feedback frequency and trigger feedback on a regular basis, say monthly.
· Recency bias has been tackled with the concept of a request ‘half-life’ which reminds reviewers to draft their observations at stages throughout a feedback cycle rather than at the end of one.
· Reporting has been added so that workers and managers absent from feedback can be readily identified.
Commenting on these changes Perks says, “Our mission is to turn everyday observations into better performance. Everything we do in the Pay Compliment platform is designed to make that easier and more impactful. We continue to take a customer and data driven approach to platform development which enables us to measure our success under real world conditions. As a platform that relies on intrinsic motivation rather than cash rewards, points or gamification we believe that we have an unobscured view into the true drivers of long lasting human performance.”
Pay Compliment is a platform used by organizations for real time feedback, performance management, employee surveys, pulse surveys, and 360 reviews.