Employee survey – smart
topical – individual – authentic – relevant
Employee Experience is one of the key topics in Human Capital Management. It has changed many things for employees in recent years. Starting with the application process all the way to leaving the company. Only one thing has never changed in this context. How the experiences of the employees are picked up.
For decades, this has still been done in the same way, except for digitalization. Either in the form of the classic employee survey or in the topical popular online variant as a pulse or micro survey.
Due to the methodology, this is a request for feedback in which both the time and time frame as well as the topics are predetermined and inevitably limited.
Another feature of the classic survey is the more or less detailed rating scales in the form of grades, asterisks or emojis to make employees’ experiences measurable.
NEW WORK ticks differently
The NEW WORK working world stands in contrast to this. From a cultural perspective, this is characterized above all by agility and diversity as well as a young generation whose core values are self-determination, freedom and a sense of purpose.
The restrictive form of top-down feed-back polling has long since ceased to fit in here. It doesn’t matter whether it’s a classic or a pulse resp. micro survey.
The young generation today wants to decide for themselves when and for what they want to give feedback. It should make sense to them. In other words, it must be relevant to their activities, their job, their motivation, their health, etc. here and now.
In the age of social media, they are no longer interested in rating scales. What they like gets a like or a dislike if it is not right for them and needs to be improved. Simple and direct. Everything else has no meaning for them. Why should they give feedback via rating scales?
Especially the needs for more freedom and individuality as well as the focus on the relevant characterize the methodical new approach to smart feedback.
This was developed for NEW WORK organizations and the younger generation. Smart feedback focuses on the es-sence of when and why employees want to give feedback. In the end, it is always about what they really value or what needs to be improved.
Put in a nutshell
Smart feedback therefore gets to the core of employee experience. This enables human capital management to identify in a timely and targeted manner where the organization’s strengths, potential and risks lie. In addition, individual perceptions can be distinguished from the experiences of many. This is a decisive advantage for agile action.
The smart feedback approach is a unique combination of the goals of the classic employee survey – structured and evaluable feedback – and the goals of instant feedback – open, individual and direct feedback.
This is what makes smart feedback so valuable and a highly efficient and effective management tool. Companies thus act at the right place, at the right time and with the right priority. Without time-consuming planning and feedback analyses and without annoying employees with constant surveys.
Feedback in a new dimension and quality – topical, individual, authentic and relevant.
⇒ Author: Martin Mechlinski / SMART FED
Employee survey
smart
topical – individual – authentic – relevant
Employee Experience is one of the key topics in Human Capital Management. It has changed many things for employees in recent years. Starting with the application process all the way to leaving the company. Only one thing has never changed in this context. How the experiences of the employees are picked up.
For decades, this has still been done in the same way, except for digitalization. Either in the form of the classic employee survey or in the topical popular online variant as a pulse or micro survey.
Due to the methodology, this is a request for feedback in which both the time and time frame as well as the topics are predetermined and inevitably limited.
Another feature of the classic survey is the more or less detailed rating scales in the form of grades, asterisks or emojis to make employees’ experiences measurable.
NEW WORK ticks differently
The NEW WORK working world stands in contrast to this. From a cultural perspective, this is characterized above all by agility and diversity as well as a young generation whose core values are self-determination, freedom and a sense of purpose.
The restrictive form of top-down feed-back polling has long since ceased to fit in here. It doesn’t matter whether it’s a classic or a pulse resp. micro survey.
The young generation today wants to decide for themselves when and for what they want to give feedback. It should make sense to them. In other words, it must be relevant to their activities, their job, their motivation, their health, etc. here and now.
In the age of social media, they are no longer interested in rating scales. What they like gets a like or a dislike if it is not right for them and needs to be improved. Simple and direct. Everything else has no meaning for them. Why should they give feedback via rating scales?
Especially the needs for more freedom and individuality as well as the focus on the relevant characterize the methodical new approach to smart feedback.
This was developed for NEW WORK organizations and the younger generation. Smart feedback focuses on the es-sence of when and why employees want to give feedback. In the end, it is always about what they really value or what needs to be improved.
Put in a nutshell
Smart feedback therefore gets to the core of employee experience. This enables human capital management to identify in a timely and targeted manner where the organization’s strengths, potential and risks lie. In addition, individual perceptions can be distinguished from the experiences of many. This is a decisive advantage for agile action.
The smart feedback approach is a unique combination of the goals of the classic employee survey – structured and evaluable feedback – and the goals of instant feedback – open, individual and direct feedback.
This is what makes smart feedback so valuable and a highly efficient and effective management tool. Companies thus act at the right place, at the right time and with the right priority. Without time-consuming planning and feedback analyses and without annoying employees with constant surveys.
Feedback in a new dimension and quality – topical, individual, authentic and relevant.
⇒ Author: Martin Mechlinski / SMART FED
