Interview: Feedback discussions – Avoid this mistake

Interview: Feedback interviews - avoid this mistake

"Out of sight, out of mind." Unfortunately, this saying often also applies when managing employees working from home. In an interview with "Die Bank", MTI Managing Director Hans-Peter Machwürth advises holding regular feedback meetings with them. Die Bank: Mr. Machwürth, feedback meetings are part of the standard management repertoire in many companies. Why is that?

Hans-Peter Machwürth: They increase employee satisfaction and their motivation to work. They are also important for systematic personnel development. Managers should remind themselves of this, especially in times like the current ones, when the coronavirus means that the framework conditions of work and its content and objectives are often changing.

The Bank: Why?

Machwürth: Managers have to give their insecure employees guidance on what to do and why even more frequently than in normal times, as well as feedback on their behavior and performance.

Employees working from home are often barely managed

The bank: Is this not happening?

Machwürth: Even in normal times, many managers don't talk enough with their employees about their work and the expectations and goals associated with it. In times of crisis, when managers themselves are under increased pressure, this is often the case. In particular, employees working from home are quickly forgotten because they are not physically present. And because the usual small talk at the workplace is no longer possible, there is often still a weekly video call with them for information, but ultimately no more leadership.

The Bank: What can companies do about it?

Machwürth: The HR department can, for example, draw up guidelines for managers on what needs to be considered when managing employees working from home. After all, this task is still quite new for many. One recommendation could be: "Hold an appraisal and feedback meeting with every employee working from home every two or three weeks - either by telephone or online. Recommended duration: at least 20 minutes; possible content: ..."

The Bank: What should be the aim of these talks?

Machwürth: The primary aim of feedback meetings is not to discuss problems in day-to-day work. Rather, the behavior of the employee and their leader over a period of time should be considered in order to clarify how the work or cooperation can be improved. This also applies in times of coronavirus.

Preparing the feedback meeting...

The Bank: What should you look out for in such discussions?

Machwürth: Because they are intended to reflect on the past, feedback meetings require preparation on both sides. Consequently, they should be scheduled. In addition, feedback is only effective if it is concrete. So you need examples from everyday working life. In many companies, regular appraisal interviews are mandatory. This sometimes means that line managers only conduct them in order to report "accomplishment". Their quality is correspondingly poor. This danger is particularly great when managers themselves are under pressure - as is often the case at the moment.

The bank: what can be done to prevent it?

Machwürth: In practice, the following procedure is often recommended: After each appraisal interview, the leader and the employee complete a questionnaire online independently of each other and send it to the HR department, for example.

The bank: What questions should the questionnaire contain?

Machwürth: It can contain questions such as:

Such feedback does not guarantee high-quality feedback meetings, but it does ensure a minimum quality that can be increased step by step, for example through further recommendations from the HR department.

The Bank: How long should an appraisal or feedback meeting last?

Machwürth:In normal times, when the meetings only take place every two or three months, the rule of thumb is at least one hour per employee. This is because a relaxed atmosphere is necessary so that sensitive or personal topics can be addressed. This needs to be created first.

... and what you should look out for

The Bank: And in Corona times?

Machwürth: If the meetings take place at closer intervals - for example, every two or three weeks - the requirement of "at least one hour" is usually unrealistic with a larger management span. In any case, however, the meetings should take place without time pressure and external interruptions. It is therefore advisable to hold them during off-peak times.

The Bank: How is a good feedback meeting structured?

Machwürth: It consists of three phases:

It is important that the employee also receives feedback on his/her strengths and weaknesses. What does/can he/she do well or less well? For example, in the self-organization of work in the home office? Or in using the collaboration tools? Or in online communication with colleagues? Because everyone has blind spots. That's why we need feedback from outside from time to time so that we become aware of our behavior and its impact.

The Bank: That sounds like a lot of work for the managers.

Machwürth: Yes, holding regular feedback meetings with all employees requires a lot of time and energy. But this investment is worth it, as it ensures that there are fewer ambiguities in day-to-day work. This in turn reduces management costs.

This interview has been published in full on the website of the magazine for banking policy and practice "Die Bank".

WE BRING YOUR STRATEGY TO LIFE

Focus on feedback culture - especially in the home office. Regular discussions provide orientation, boost motivation and prevent employees from being forgotten. They create clarity about expectations, promote strengths and help to improve collaboration in a targeted manner. Even if feedback takes time, the investment pays off in the form of greater satisfaction and fewer misunderstandings. If you are considering how you can establish an effective feedback culture in your company, please contact us - together we will develop approaches that have a lasting effect.

You can find out what this can look like here: Case studies & experience reports