The authors say that many
feedback programs are less than effective because of the following reasons:
- they do not
collect information from all the areas of the organization,
- they do not collect information that is useful to the end users,
- they do not provide information in a timely manner,
- they are resisted by the
employees.
While designing a feedback system, the following principles should be followed:
1. The feedback system should collect data about organizational processes as well as performance.
2. The measures should be designed / vetted by the persons who have to use the information.
3. The information should be distributed to all the people who can make use of it.
4. Managers should be trained how to use the feedback generated.
5. Any changes in the feedback system should be carefully planned.
The authors say that (while designing the feedback system) the focus should be on solving problems; and not on evaluating individual performances. Help should be provided in interpreting the feedback results. And the feedback should be made available – on a regular basis – to all the employees.
The first step in the implementation process involved methods for collecting and processing the feedback data. The second step consisted in familiarizing the employees with the feedback system; by explaining its utility and clarifying exactly what was expected from the employees. So that the employees understood the feedback system before they began using it. The third – and last – step consisted in training the employees who would be using the system.
In conclusion, the authors say that the feedback system must be used (by all the concerned employees) if it is to have any impact at all. They say that past data should be used as a basis for solving future problems & not for evaluating past performance. And they say that – even though the main responsibility rests with the managers – responsibility for running the system should be delegated.