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Feedback is Fundamental

Your unique perspective provides insight into what could be even better at ER2! Sharing your observations with your fellow team members, leaders and company can lead to better communication, stronger teams and a more successful organization overall. So don’t hold back! Let’s make ER2 the best it can be! 

All the Ways to Share!

Organization

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  • Wellbeing Survey

  • Gemba Meetings

  • Anonymous Feedback

  • Check-ins

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Peers

  • Anonymous Peer Feedback

  • Check-Ins

  • Conflict Resolution 

  • Shoutouts

Leaders

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  • Leader Feedback Survey

  • Check-Ins

  • Conflict Resolution

  • Shoutouts

Organization Feedback

Wellbeing Survey - Quarterly in BambooHR
This survey poses rotating questions within the following categories: happiness, personal motivators, company motivators and relationships

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Gemba Meetings - Bi-Weekly Meetings
These meetings are a great time to bring up fixing what bugs you in your day-to-day processes and collaborate on a solution. To ensure meetings stay on track, please note that these meetings are not for discussing company policy or voicing personal complaints.

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Anonymous Feedback - Anytime on the Team Site Footer
This is where you can give a suggestion, ask a question, voice a complaint or provide a compliment. All feedback is anonymous! (Unless you enter your name)

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Check-Ins - Bi-Weekly or Monthly depending on role
These check-in meetings are meant to help your leader get a pulse for how you and your department are doing. If there is ever a concern about a coworker, your check-in is an appropriate time to discuss with your leader.

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peer Feedback

Anonymous Peer Feedback - Quarterly in BambooHR
This simple two question survey is your opportunity to anonymously share with your peers what they are doing really well and where they could improve. Review the Feedback Guidelines, if you have trouble wording your feedback.  

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Check-Ins - Bi-Weekly or Monthly depending on role
These check-in meetings are meant to help your leader get a pulse for how you and your department are doing. If there is ever a concern about a coworker, your check-in is an appropriate time to discuss with your leader.

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Conflict Resolution Procedure Slideshow is Available 24/7
This slideshow explains proper procedure for resolving a conflict with your leader or peer.

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Shoutouts Available on our Team Site 24/7
This is a page on our team site where you can celebrate your teammates’ wins and thank them publicly for all that they do. 

Leader Feedback Survey - Annually as a Google Survey
This survey is sent to you via email once a year as a chance to give feedback on what your leader does well and where they could improve. Since this is only once a year, it is so important to give honest constructive feedback. Review the Feedback Guidelines, for tips on phrasing your comments. 
 
Check-Ins - Bi-Weekly or Monthly depending on role
These check-in meetings are meant to help your leader get a pulse for how you are doing. If there is ever a way your leader can better support you, your check-in meeting is a great time to share your concerns or ideas.

Conflict Resolution Procedure Slideshow is Available 24/7
This slideshow explains proper procedure for resolving a conflict with your leader or peer.

Shoutouts Available on our Team Site 24/7
This is a page on our team site where you can celebrate your leaders’ wins and thank them publicly for all that they do. 

leader Feedback

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Conflict Resolution

If you are ever uncomfortable, please don't wait to speak up.
The MOST important thing is that you feel safe. 

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With a leader

  1. Approach your leader directly with your concern, and don’t wait

  2. If you absolutely don’t feel comfortable doing this in person, get your thoughts together in an email to that person

  3. BUT: understand that your leader will discuss with you face-to-face afterward

  4. If you feel you absolutely need support in the process: schedule a time to chat with HR

  5. HR will then schedule a mediation with you and your leader

  6. If you don’t want to talk to HR either, or if you tried that and didn’t like the outcome, schedule a time with Chris Ko

With a peer

  1. As long as there is no potential for aggression, please try approaching the TM yourself first 

  2. Explain what’s bothering you and ideas for resolution (for both parties)

  3. If you feel that you’ve been the target of harassment, explain to the person that their behavior is unacceptable and ask them to stop

  4. No resolution - Involve your leader and determine a plan together

  5. Still no resolution and/or escalation is necessary due to severity of behavior - Contact HR 

When to contact hr

Whether you personally experience any of the following or witness the behavior below, please don’t wait to report your experience to HR. Even if you aren’t sure if you should report, send your leader or an HR TM an email explaining your experience. It is always better to have a track record of experiences you’ve had in the rare event that it escalates.

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any form of harassment:

This includes sexual, physical and/or verbal harassment from anyone to anyone (third parties should also report it, if observed).
 

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Any suspicion of theft: 

This could be theft of supply items, other team member lunches & more.

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any kind
of gross misconduct:

Intoxication (whether from drink or drugs), indecent behaviour, sabotage, serious breaches of health and safety rules.

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any other offensive behavior:

Offensive behaviour (such as discrimination, harassment, bullying, abuse and violence)

Tips for giving & receiving feedback

Tips for Giving Feedback
Don't use generalities like "you never..." or "you always..." because they are often exaggerate your point and cause the listener to become defensive. Instead use comparison phrases like, "I've noticed an uptick in..." or "I've noticed you doing ____ less often. Can you explain why?"
 
Critique the behavior not the person. By focusing on the behavior you avoid making personal attacks. We all can change our behaviors but attacking someone's personhood is unproductive and unprofessional.
 
Don't give your interpretation just the behavior. Don't say, "I noticed you were late and you had a Starbucks cup. So did you think it was okay to be late for work if it was for coffee?" In this situation, the coffee is irrelevant. The problem isn't stopping for coffee but it is the team member's time management skills so address and work on improving those.

Give examples of the behavior you want to improve. Being able to reference specific instances can help the team member better understand the context of their behavior and you can work towards improvement together. 
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