Continuous feedback: towards a new management style?

At a time when the new generations represent a large part of the active population, their arrival in companies is upsetting the codes of the working world. Continuous feedback, which establishes a constructive dialogue between managers and employees, transforms the role of the hierarchy into that of coaching. Specifically tailored to millennials, it may be on its way to replacing traditional annual evaluations. You will find this theme in our technological innovationfile.

Continuous feedback: for whom, why and how?

Continuous feedback is an ongoing evaluation of the performance and work of their employees by managers. Unlike the annual evaluation, which is planned in advance and has a standardized format, this assessment can take place in many different ways: at a specific time of the week, after an important meeting, at the end of a project, etc. This flexibility is facilitated by the new digital tools deployed in the company, even allowing for continuous remote feedback.

From management to coaching

With the development of the feedback culture, real moments of exchange are established and the relationship between managers and employees evolves positively. The achievement of objectives is no longer based on a unilateral decision of the hierarchy, but on an open discussion between the parties involved. Providing employees with real-time feedback on their successes and failures is a key element for continuous improvement and increased efficiency at work. Management is evolving towards coaching, for the benefit of employees and companies, and better performance management.

An evolution adapted to the expectations of generation Y

The new generations of workers, the
are already in the majority in the workplace. They are looking for companies that consider them as partners and not just as collaborators. From this point of view, a rigid and formatted annual evaluation system does not suit them. In the age of instantaneousness promoted by social networks, generation Y wants regular and constructive interactions with management, not only to achieve their objectives, but also to be able to evolve professionally more easily.

The scheduled end of annual interviews?

Human resources have the task of integrating this new parameter into their employee management methods. The annual appraisal interview may have reached its limits. Already disliked by the majority of managers, notably because it is time-consuming, it also seems inappropriate for millenials, motivated by exchanges and autonomy. Large companies have already chosen to offer “continuous feedback”, like the American giant
General Electrics
which uses a mobile application for this purpose or as the company
which created a system called “Check-in” allowing continuous exchanges between all employees and managers.

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