Feedback from employees

We learned that organizations will need to examine their work environments to ensure that they are attractive to diverse talent. Processes and tools to gather feedback from employees on their levels of satisfaction with the work environment are very important if we are to understand their preferences and to ensure that they are engaged. 

Ask for feedback from employees on the topic at hand or other proposed... 

Revise the training program based on feedback from employees, supervisors, and others. 

An organization s strategic priorities are of such central importance to its purpose and its very existence that the organization s leaders need at all times to have a clear and accurate picture of where the organization stands with respect to them. In the example just cited. Southwest Airlines needs (and seeks) regular feedback from employees and customers regarding the quality of their relationships with the company and the reliability of its promises. 

When conducting a JHA, the process attempts to tell the story of what is happening in the job. The Five Why s plus H questions (Who, What,Where,When,Why, and How) are used to categorize information to begin telling the story. The story becomes a clear and concise picture when used with accompanying data and feedback from employees. 

Following is a questionnaire format developed by a divisional PSM Task Force to elicit feedback from a plant s employees about the PSM pilot test. The Task Force designed it to be adaptable to a range of activities and plans to use it at the conclusion of each one. At the request of the plant manager, responses are sent directly to the Task Force rather than directed to him. 

Employees can also be their own coaches by obtaining feedback from other sources. Reviewing their own work products, data from reports, or even videotapes (when appropriate and if available) can provide employees with opportunities for self-evaluation and improvement. 

The next step is to gain agreement on performance concerns or issues. This requires that you listen with an open mind — make every effort to approach the situation without prejudging motives. Once the employee has had the opportunity to provide full disclosure, provide more detailed feedback from your observation of performance. Then discuss fhe sifuation xmtil you agree on fhe problem and fhe impacf if has on the organization and on others. 

The introduction of the B2C and B2E e-commerce features di scussed above are expected to bring the following benefits to both employers and employees Updated MPF Information. The first benefit is online, updated MPF information including MPF A regulation, MPF products, FAQ of MPF as well as links to other bank products. This is a unique feature that cannot be offered by other channels of communication such as television or newspaper. In addition, it provides another medium to perform pre-sales advertisement and collect feedback from employers and employees. 

Effective leaders ensure that their personal behaviors are inclusive. They seek feedback from their employees and peers. They communicate directly, honestly, and courageously. They speak up when others are being excluded and do not tolerate inappropriate or disrespectful behavior. 

Some companies utilize the suggestion box or idea box that allows employees to write down their ideas and submit them to management on an individual and confidential basis. This type of communication mechanism has been extremely successful for many companies however, the suggestion box can become stale and sit unused if appropriate feedback from management is not provided. 

Therefore, don t comply with the relevant FMCSRs for the sake of compliance alone, but rather use the regulations as the framework for your overall safety programs. In addition, make sure one of your overall safety goals is to seek out input and feedback from all employees. 

Supervisory support for safety -Positive feedback from supervisors to employees on safetyconscious behaviour -Development discussions have been kept... 

When they felt plugged into the goals of their organizations, when they had strong two-way communication with peers, and when they got prompt performance feedback from leaders, employees reported feeling highly included. The communication that led to inclusion was multidirectional upward, downward, and lateral. It was also often external, extending to two-way communication with customers and community members. 

In Chapter 6, we presented the myriad ways that communication impacted employees and managers experiences of inclusion. The Communication dimension of our inclusion model manifested itself with External Stakeholders as Receiving positive feedback from customers. The following Big Store District Manager said her customers always made her feel included ... 

Next to specification setting, embedded lead users are included into product testing in all firms. This is especially observable in the prosthetics industry, where companies are hesitant to test early prototypes on external users, as prototypes are not elaborated enough to put them on "real customers" yet [Healthl], As firms have to test products in order to get feedback from someone, who can reconstruct the use experience, they have to rely on their handicapped employees (Health2, 6], Yet this procedure is also relevant in the other industries, where embedded lead users receive products from R D for testing, use the product in their free time, and provide feedback afterwards (Sport 1, 2, 3,4,5,7 Healthl, 2,3,4,6 Leisurel, 2,5) ... 

Providing a reliable system for employees to notify and receive timely feedback from the leadership team about conditions that appear hazardous. 

This is not to suggest that managers and supervisors should forego attention to safety on the job. The observation data are a measure of the extent to which employees work safely. Managers and supervisors must provide daily feedback to employees for on-the-job safety to ensure the success of the behavioral safety process. However, they should emphasize safety on the job and maintaining scheduled observations, not the percent safe resulting from completed observations. 

Heinrich s well-known Law of Safety implicates at-risk behavior as a root cause of most near hits and injuries (Heinrich et al., 1980). Over the past 20 years, various behavior-based research studies have verified this aspect of Heinrich s Law by systematically evaluating the impact of interventions designed to lower employees at-risk behaviors. Feedback from behavioral observations was a common ingredient in most of the successful intervention processes, whether the feedback was delivered verbally, graphically by tables and charts, or through corrective action. See, for example, the comprehensive review by Petersen, 1989, or individual research articles by Chhokar and Wallin, 1984 Geller et al., 1980 Komaki et al., 1980 and Sulzer-Azaroff and De Santamaria, 1980. 

For small companies, the period length will be too long in relation to our need for timely feedback. From Figure 17.4 we see that a company with 50 employees will have to use a period length of three years in their control chart. Two methods are applied to increase the basis for the LTI-rate calculations for small companies ... 

Much of the motivation from employees will come from the supervisor, e.g., corrective and complimentary feedback and enforcement of work rvdes. But, employers may want to add additional motivational means. 

Seeking input from employees about how to create a more safe working atmosphere. (See the toolbox for a sample employee safety suggestion/feedback form.)... 

In this type of process, a Lead Team and working subteams are developed to help aU employees identify and pinpoint safe behaviors. Everyone works together to prepare checklists for on-the-job observations. During these observations, interface must take place to provide employees with feedback on what is being done right and what needs to be improved. The process also allows for suggestions and input from employees working in the area. 

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