4 years ago
Annual employee surveys are reaching their limits in a fast, volatile and increasingly complex world. More frequent, short surveys better meet today's demands for communication and cooperation. With the advent of such tools, feedback is also becoming increasingly important as a catalyst for development.
Periodic employee surveys have a long tradition. A variety of providers have developed sophisticated models for annual surveys and their detailed analysis. Companies that achieve positive ratings from their employees receive the accolade of being an excellent employer. However, such models are increasingly reaching their limits in times of rapid change, increasing complexity, volatility and uncertainty.
Shorter and more frequent
As comprehensive and detailed as the evaluations of such survey models are, as sophisticated as the survey methods are, they always lag behind developments due to the long time lag until the next survey and hardly allow for a quick reaction to insights gained. Modern tools enable insights in real time with so-called pulse surveys. In times of notebooks and mobile phones, questions can be answered by anyone and at any time, without frustration due to eternally long questionnaires. Simple tool-supported analysis options create a solid data basis for deriving measures.
Don't just get started
However, the low-threshold nature and agility of modern survey tools should not tempt people to start with surveys haphazardly. Inductive learning is different. Rather, it is a matter of deriving logical conclusions on the basis of the data obtained, identifying critical issues and forming hypotheses. These hypotheses, in turn, can be tested for applicability and relevance with another survey - a shake-up of hypotheses.
Suitable tools must be designed individually and with many variations
Pulse surveys are by no means the only opportunity for inductive learning in organisations. Feedback is increasingly becoming a driver of individual development. The trend is moving away from the annual appraisal interview, with assessment on a performance scale, towards self-directed learning based on individual feedback. Modern tools offer flexible options for requesting or actively providing feedback, including 360° feedback, on an individual basis. Feedback from group to group or from project team to project team is also possible. Feedback is seen less as an assessment and more as a gift that gives everyone in the organisation the opportunity to develop personally and professionally. It will take some time before this understanding takes hold in this country. In the digitalisation of such feedback processes, the Loopline product Loop Now offers reliable support. The feedback recipients receive individual feedback and an assessment of where they stand. The company benefits from a positive learning and feedback culture and actively involves employees in personnel development with these participation and feedback tools.
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