It’s not easy gathering employee feedback. If you’re looking for honest feedback, you’re going to have to prep yourself for the good, the bad, and the really ugly. But the thing is, if you’re looking to spark positive change in your organization, you’re going to need this spectrum of feedback. Toni Best, ADURO’s cofounder and chief human performance officer, spoke on the feedback panel at TINYcon. Here’s what she had to say:
Q: How did you do it before TINYpulse?
A: At the point of 20 employees, we started to require another tool to facilitate good feedback. They needed to do something more to give their team members a voice. TINYpulse was that solution. They share the entire feed — Suggestions, Cheers, and responses.
Q: Did you meet with resistance to TINYpulse?
A: TINYpunch — when someone drops the negatives. How do you deal with that? It’s best to always ask those people to bring a solution to the table rather than just gripe about the problems. We know that we’re giving that person an opportunity to clarify how we can improve or solve an issue. It’s still an evolution and question on how to handle those issues.
We started 9:30 a.m. standing meetings each week to discuss TINYpulse results and the changes that they’ve made during the week. One of the most recent additions was an ice machine in the office. Working on highlighting how their feedback was making a difference in the office helps get buy-in from those who are resistant because it shows that we’re listening to their feedback and acting on it.
Q: How did growing the company and using segments change how you used the tool?
A: Segmenting has really helped us see how each part of our company is doing and how individual teams are being stewards of culture. This gives us more champions for managing the company culture.
Q: How do you manage the questions you use?
A: We used custom questions to dive into specific areas when we were going through an organization change. We were able to shape our vision and core values through the tool and the use of custom questions. And we focused on custom questions when there was something happening in the company that needed a deeper dive.
Q: How do you choose what not to address?
A: We address everything and communicate back the thought process and action plan for changes. It’s the clearest way to be transparent. We communicate that we’re aware of an issue and that we aren’t taking action on that issue now. People already know those issues exist. Employees are using TINYpulse to share these issues with the leadership team and suggest ways to make improvements.