The goal of all the surveys we run is to create a greater sense of self-awareness, based on which actions can be identified and taken to improve performance. Reflection – the building block of self-awareness – is the first step in any change programme, whether that’s at an organisational,...
We are frequently asked the questions “What exactly is a 360 feedback report?”, and “Why would this benefit my business?” 360 feedback tools can be used alongside organisational surveys such as employee engagement surveys, culture surveys or values surveys. But instead of focusing on the organisation a 360 feedback...
360 degree feedback has a few different synonyms, for example, multi-rater feedback, multi-source feedback, multi-source assessment or panoramic feedback and is a type of employee survey. 360 degree feedback is a technique and a tool that affords each employee an opportunity to obtain feedback from their manager, peers, co-workers,...
Gaining trust in any relationship is always difficult. But, forgive me if I sound a little trite, surely the key to building trust with your staff is simple, once you have the basics right, you need to put your trust in your staff. “All the world is made of...
I have a confession to make…I love table tennis (or Wiff Waff or, Ping Pong!). It’s a sport I’ve played for many years and get a great deal of satisfaction from and I’d go as far as to say that I’m a half decent player. Recently I entered three...
A focus on an individuals objectives, development and opinions are the three most common traits of an engaging manager, according to business executives. Why is it important to have an engaging manager? Its good for our health! Much of the discussion and evidence around employee engagement centres on the...
The reality is that as you move your way up an organisation, you’ll receive less and less honest feedback, be it about yourself or your performance. This is not overly surprising given that people can often find it difficult to give genuine open and honest feedback to a manager...
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