Why Feedback Isn't Commonplace Yet
Feedback is one of the most effective ways to learn and grow. But only about a quarter of employees agree "completely" that their managers give them valuable feedback (Gallup, 2017).
So why is there so little effective feedback in organisations?
Lack of a feedback culture
The trust that a functioning feedback culture depends on is often missing.
No suitable framework
It is often unclear who can, should or must give feedback to whom, when and why.
Insufficient skills
Giving constructive, goal-oriented feedback has to be learned.
From Idea to Peer Feedback
We set out to find a solution. The idea didn't come from us alone: it started with a request from a client who was looking for a way to develop their managers and prepare them for the future. Through the employee surveys of Pulse Feedback, we had already built up a great deal of know-how about engagement, feedback culture and new ways of working.
For this project, we wanted to go deeper. We conducted in-depth interviews with managers from different industries and levels of hierarchy. We also reviewed the scientific literature on leadership to identify the key factors of successful leadership. The result was a collection of the most important leadership principles for today and tomorrow, such as psychological safety, integrity and autonomy. Along the way, we gained three key insights about valuable feedback:
Feedback needs a safe environment
It must be clear who gives feedback to whom, and when
Giving constructive feedback is a skill that can be learned
This was the moment Peer Feedback was born: the 360-degree feedback of Pulse Feedback.
Involving Users Early Pays Off
At Creaholic, we involve the people we develop for as early as possible. For Peer Feedback, that meant building an MVP (minimum viable product) as soon as the concept was ready, true to the motto "fake it till you make it".
Using existing survey software, we simulated the planned feedback process as realistically as we could. Seven managers took part in the test and requested feedback from 24 employees. The follow-up interviews showed that the idea resonated. The managers especially appreciated receiving feedback themselves rather than only giving it.
Positive comments from the test users:
"I like that this creates a framework in which I, as a manager, also get valuable feedback."
"I like that team members are encouraged to give concrete feedback, both positive and critical."
The early test also revealed weak points. We revised the question set and gained valuable insights into how to introduce and communicate the pilot.
Critical comments from the test users:
"I wish the questions were more clearly distinct from one another."
"I wish every feedback provider had to add a comment. Just moving a slider from 1 to 10 isn't very useful."
Iterative Product Development Leads to Success
Building on the insights from the MVP, we worked out the detailed concepts. With our lean UX approach, we moved towards the final product step by step: we kept building prototypes, testing them with users and improving them.
At the same time, we made sure Peer Feedback fitted seamlessly into the existing Pulse Feedback interface so that users would have a consistent experience. Our development partner Shiftcode then implemented the concept. Just four months later, Peer Feedback 1.0 was ready.
Peer Feedback as a Foundation for Leadership Development
At the client, Peer Feedback became an integral part of leadership development. Before their annual review, employees gathered 360-degree feedback so they could choose their annual goals with purpose and have a solid basis for discussing their development. Peer Feedback was also a fixed part of the leadership modules managers could attend as further training.
Today, Peer Feedback is the 360-degree feedback of Pulse Feedback and can be used in many ways:
360-degree feedback: gather feedback from managers, colleagues, team members and external partners, optionally complemented by a self-assessment
Continuous feedback: regularly ask colleagues and people you can learn from for feedback, for example after projects
Performance review: check progress towards goals and reflect on your own performance
What Makes Peer Feedback Special?
It creates a safe environment
Peer Feedback fosters a culture of open, mutual feedback. We recommend open feedback because it strengthens dialogue. If needed, a survey can also be run anonymously.
It makes clear who gives feedback to whom, and when
Peer Feedback provides a clear framework for regular feedback that forms an ongoing basis for learning and improvement.
It makes constructive feedback easy
Insights from cognitive psychology, thoughtful user guidance and AI-assisted wording suggestions make it easy to give, analyse and discuss constructive feedback.
The result: recognised strengths and development areas clear the way for personal growth. Watch the video below for a glimpse of Peer Feedback.
Clear the Way for Development
Would you like to see how 360-degree feedback can work in your organisation? The Pulse Feedback team will show you in a short conversation and answer your questions.
