Feedback: how to make it a vector of performance within teams?
Can feedback be a vector of performance within teams? At Talentis we are convinced of this, as are the major groups that we have supported for years on the subject. On March 21, we organized an event around the theme: “How do you spread a feedback culture within organizations? ”. In particular, it was an opportunity to listen to the testimony of Réda Achaïchia, Human Resources Manager at Chanel Mode, which Talentis supports in the establishment of a feedback culture.
Developing a feedback culture: why is it difficult?
Réda Achaïchia: “It's difficult because today in France the culture of feedback is not acquired as it could be in Anglo-Saxon countries. We are not known for giving feedback in a spontaneous and natural way. It is all the more a challenge because we are talking here about culture change. This involves habits, induced behaviors, all elements that evolve slowly over time. Integrating a feedback culture therefore takes time, but you can get the first results quite quickly.”
What is the link between feedback and performance?
Réda Achaïchia: “The link between Feedback and performance exist and is important because it is through feedback that we will develop performance over the long term, as regularly as possible. Of regular exchanges between the manager and the collaborator on the expression of demand, support, alert or need, will allow them to Recover continuously on the expectations but also on the successes of the team. In cases where feedback between the manager and the collaborator is not an induced practice, there is a risk of remain in a blur that is not conducive to performance.”
How do we work concretely at the level of teams and the CODIR to develop a feedback culture?
Réda Achaïchia: “When we talk about a feedback culture, we start to address topics. very deep and very anchored that require a strong impetus. If a manager is convinced by this type of initiative, he will be a weight support to help activate that impulse. Then it will be about Start up the teams. For our part, we did it at the beginning through the management community that we accompanied, trained, and brought together at forums where they were able to share their questions, their fears and also around the keys to success in setting up this feedback culture. Afterwards we applied this approach to the level of our employees because feedback goes both ways. Not only from the manager to the collaborator but also the other way around. We have set up training courses with our partners in the field of professional coaching to help us with elements of methodology and sharing around this concept.”
What is the contribution of coaching in the establishment of a feedback culture?
Réda Achaïchia: “Coaching was a fundamental vector to enter into this process because it is not enough to say that you want to give feedback so that overnight you can deploy it. We therefore need partners like Talentis who supported us during this phase and who will continue to do so. The support here is based on team activities, a lot of collective work to understand this feedback, the methodology to give good feedback but also to receive it well.. The practice within the teams is at the center of coaching support. Within the same team but also within mixed teams, which encourages the sharing of experience and best practices. This method makes it possible to build real communities around feedback.”
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