This picture is displayed in its natural size It's easier than ever to collect feedback from employees – if you really wanted to, you could probably launch a survey right now. Technology has made it simple and cost effective to request feedback more frequently; it's now easy to pulse check how initiatives and changes are being experienced in real time.

The shift from the annual big-bang approach to employee feedback towards pulse surveys and polls has a lot of positives, but more feedback means more data and does not necessarily equate to better feedback. Frequent feedback poses real risks if not properly handled:

  • Feedback fatigue – Organisations need to be respectful of the time and effort it takes to complete surveys. If employees feel bombarded they may simply provide cursory answers or worse, not respond at all;
  • Disillusionment – One very common complaint we hear from individuals is that nothing ever changes. There's a disconnect between providing feedback and experiencing positive change as a result of it; and
  • Overreaction – When analysing feedback, it's important for leaders to understand where employees are providing consistent signals versus where there are temporary fluctuations in engagement. Pulse surveys might send up red flags prompting an over-reactive response when, in fact, the overall trend is positive.

For your organisation's employee engagement approach to be truly effective, the changes in how you gather feedback must be matched by changing how you plan for it, process it, and respond to it.

In this paper, Making Frequent Feedback Work, Korn Ferry shows how with a proper action plan in place, frequent feedback can become a powerful tool for optimising performance, enabling organisations to fully understand employee engagement levels.

Download now: Making Frequent Feedback Work

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