Feedback landscape

A feedback landscape is a strategic concept to harmonize the various (mostly employee-centered) feedback systems in the company and to coordinate them with one another in terms of content and timing.

Definition

In the literature, the terms survey landscape , survey feedback landscape , survey landscapes or listening strategy are often used as synonyms. These terms aim to enable a more differentiated and targeted use of feedback instruments through a suitable integration and coordination of the survey instruments in a company.

Feedback instruments on different levels

The current feedback instruments can be classified according to which level of the company they address. Different objectives are pursued depending on the level. The feedback instruments at the individual level include, for example, the employee appraisal and management feedback . Both aim to support the individual development of the employee and to change his behavior in the long term. Team-level surveys are intended to improve teamwork. At the organizational level, however, other instruments take effect. In addition to the classic employee survey, the Engagement and Culture Panel is located here , which is characterized by a focus on those topics whose changes can only be initiated by upper management levels. The rather decentralized employee survey can thus be relieved of issues and kept significantly leaner. Pulse and check surveys that accompany a certain process in the company or measure the state of the organization at cyclical intervals complement surveys at the organizational level.

If you combine the feedback instruments of different levels or if you combine the instruments sensibly within one level, the result is a feedback landscape .

Goals of a feedback landscape

The idea behind a feedback landscape ( listening strategy ) is to collect and evaluate continuous and targeted input from employees. The instruments to be used should be flexible and generate focused solutions. Only if survey instruments are integrated and coordinated with one another can time and economic synergies be used. This is especially true when it comes to the follow-up processes to a survey. A listening strategy / feedback landscape encompasses more than just collecting data. It is characterized by the fact that work continues with the survey results. The responsibilities for the surveys themselves as well as for the subsequent processes should be clearly regulated.

Integration of various survey formats

The classic employee survey can serve as the basis for setting up a feedback landscape. It has the advantage that it records and evaluates the opinions of all employees, which should create a feeling of participation in the company among employees. In addition, the length of the questionnaire with approx. 60-80 points can help, topics such as B. to understand the organizational culture or sustainable commitment in its various facets. This would not be achieved in monthly surveys. In an employee survey, expectations for follow-up processes also rise. These expectations on the part of employees can be a driver for change. If the results are not used, it is likely that there will be a certain reactance and that the respondents will no longer be willing to take part in future surveys.

Based on this employee survey, various survey formats can then be added. Companies can set priorities by determining which feedback instruments they integrate in which form.

Individual evidence

1. ↑ Creating a continuous listening strategy. Accessed March 5, 2018 . 
2. ↑ Feedback in organizations. (PDF) Retrieved March 5, 2018 . 
3. ↑ Ingela Jöns: Successful group work: concepts, instruments, experiences . Ed .: Ingela Jöns. 2nd edition 2016. Gabler Verlag, Wiesbaden 2016, ISBN 978-3-8349-4762-8 , pp. 270 .
4. ↑ Engagement and Culture Panel - the effective alternative to the MAB. Retrieved March 5, 2018 . 
5. ↑ Trends in employee surveys 2017. (No longer available online.) Archived from the original on March 5, 2018 ; accessed on March 5, 2018 . Info: The archive link was inserted automatically and has not yet been checked. Please check the original and archive link according to the instructions and then remove this notice.  
6. ↑ Trends in employee surveys 2017. (No longer available online.) Archived from the original on March 5, 2018 ; accessed on March 5, 2018 . Info: The archive link was inserted automatically and has not yet been checked. Please check the original and archive link according to the instructions and then remove this notice.  
7. ↑ Bungard, Walter., Müller, Karsten., Niethammer, Cathrin .: Employee survey - what then ...? Design MAB and subsequent processes successfully: with 11 tables . Springer, Heidelberg 2007, ISBN 978-3-540-47837-9 .
8. ↑ Bungard, Walter., Müller, Karsten., Niethammer, Cathrin .: Employee survey - what then ...? Design MAB and subsequent processes successfully: with 11 tables . Springer, Heidelberg 2007, ISBN 978-3-540-47837-9 .