How do you gather and use employee suggestions?

We have an SOP that educates mid-level management on EE surveys and debunks myths about how the information is going to be used before onboarding employees to use our software. We have found it extremely helpful, especially with clients who come from countries where feedback culture is non-existent. The first thought of thise employees, when we mention feedback, would be an "overt form of interrogation". However, when we educate leaders in the company and the top management provides reasons why the feedback is collected, it is a whole different conversation. :)

Aside from things like employee surveys and suggestion boxes (digital or IRL), managers should always be collecting feedback and ideas from employees and raising it to their leaders. Regular conversations on what can be better, different, less/more helps employees feel heard and organizations make micro-adjustments that sometimes matter more than large scale initiatives.

Some ways to get started: Don’t just daydream about your goals put pen to paper and write them down. This makes your goals more tangible and makes them seem more real. For instance : Some examples of performance goals include increasing sales revenue by a certain percentage, reducing customer complaints by a specific number etc.. Make employee expectations measurable. So it reduces ambiguity in employees and keeps them focused on their achievable goals .

In the past, I've used multiple methods simultaneously to solicit suggestions including physical suggestion boxes, an email address, and an online portal. It's important to capture suggestions from users with varying levels of technical access and proficiency. We've actively encouraged employees to share their ideas through regular reminders and incentives. Most importantly we've acted on some of the feedback! When a suggestion is implemented, give credit to the employee who made it. This recognition can be a powerful motivator for others to contribute.

In my experience, it helps both managers and employees when they are instructed. Along the lines of please tell me "What are you going to do?", "What do you expect?" That way, I am the contact person and coach at all times and in all directions. This raises awareness on both sides, even more so if there was previously no feedback culture. Or the topic itself is new.

Besides using all sorts of modern communication tools and anonymous surveys to solicit feedback, you may also consider adapting the old-school tradition of office hours. Allocate1-2 hours per week where everyone knows that is time is dedicated from your schedule for welcoming all employees to come in and express their ideas, concerns and suggestions. This will help strengthen relationships with their managers and employees would feel credited for great ideas.

Nicht nur das Sammeln von Informationen ist wichtig, sondern vor allem das Umsetzen. Generationsübergreifend können hier schöne und wertvolle Ergebnisse zusammengetragen werden. Ältere und langjährig zugehörige Mitarbeitende können hier mit dem frischen Blick der jungen und frisch eingestiegenen Talente in den Austausch gehen.

The key words there are "quantitative or qualitative data". Too often I see organizations that do one and not the other. Send a survey, however, then measure what employees are doing. Microsoft Viva Platform is great work this. Viva Insights, Viva Pulse and Viva Glint.

Something I have found helpful is analysing anonymous employee surveys via MS Forms, or anonymous submissions, or from the 360° feedbacks. This gives me broad feedback from as many employees as possible on soft and hard facts about what they need to make their work even better. And what I as the employer should provide in terms of environmental factors.

We have 2 official platforms for collecting employee suggestions at our office. One is an suggestion/feedback box where they can share their thoughts by name or anonymously. We address our thoughts and actions on those in our monthly townhalls. Second is out internal social media platform that we run on Zoho Connect. This is a good platform for conversations and collaborations.

Besteht eine offene Kommunikationskultur und Vorschläge werden wirklich eingereicht, ist das für das Unternehmen ein großer Gewinn. Mitarbeitende die sich beteiligen, mitdenken und sogar die Perspektive des Inhabers einnehmen, können viele Potenziale wecken. Diese Menschen sollte man unbedingt mit an den Tisch nehmen, wenn es um die Weiterentwicklung dieser Idee geht. Der Spirit dieser Person soll gewertschätzt und gehört werden. Möglicherweise schlummern dort noch ganz andere Schätze.

In the information about the employee survey, I would like to thank each participant for their valuable contribution. Everyone should not only be involved but should also be heard. In 360° feedback, I ask both sides whether their suggestions can be passed on to P&C. The appreciation experienced in this way is realised through concrete measures and implementation.

It’s so very important to remember the impact of how we handle rejected ideas. Acknowledging and rewarding suggestions is paramount, equally important is how we communicate the non-advancement of the others. It fosters a culture of respect and understanding. Every suggestion deserves recognition. Ignoring submissions or leaving employees in limbo can lead to disengagement. A respectful, concise explanation on why an idea won't be pursued is a cornerstone of a healthy, engaging work environment. This approach doesn't just close a conversation; it opens doors for future ideas, ensuring employees feel heard and valued. Being intentional builds a safe space for continuous contribution and boosts confidence in the system.

Yes to acknowledgement, no to reward. Reward for suggestions is not necessary. You should be encouraging a culture of open honest feedback, not gamifying it. However, reward for some kind of innovation challenge, or if you actually implement something that will change the business makes sense (ie. If a suggestion improves profit by 50%, reward is probably worth offering). Make sure if you do have this in place, there is a strict criteria for how and why the reward is set.

So that employees can see that measures are followed by action, I first analyse all the feedback and present it in a chart. I summarise the most frequent responses in topic groups, e.g. training, further benefits, roadmaps for various development paths etc. I then subsume the planned implementation, or at least the first steps, under these measures. This chart is then published for all to see.

Evaluate before implement, but yes. If you're not getting suggestions that need implementing, you've not planned your suggestion opportunities correctly or you shouldn't be asking for suggestions at all.

Avoid the trap of seeking employees' views through lots of different forums and then not having in place the processes or enough time/resource to properly review these and take actions. This is worse than not asking for their views in the first place! Plan ahead how feedback will be reviewed, who will 'own' this process and decide where to act, and also don't forget to communicate this back to people to 'close the loop' with you said-we did comms.

The most important aspect is to create and foster a trust-based workplace culture where feedback is an essential part of working together. This needs psychological safety to ensure employees speak up and make suggestions without the fear of retaliation.

The importance of this step cannot be stressed enough. Not only does it show your employees that you're willing to be transparent and vulnerable with them, it also gives them a sense of ownership over the change process, which is a primary driver for motivation. They're more likely to embrace change when they're made a core part of it.

This above all else is what sets suggestions apart. Communication and feedback. There is no expectation that all suggestions will be implemented, but I guarantee some kind of response, acknowledgement, or communication in return will be expected.

Ist es nicht möglich eine offene Kommunikationskultur zur Optimierung der Unternehmensziele zu erhalten, lohnt sich immer die Unterstützung von außen. Ein externer Berater, der/die unabhängig von der Geschäftsleitung sich im Vertrauen mit den Mitarbeitenden austauscht, kann verborgene Schätze und Potenziale heben. Hierzu braucht es Zeit, Vertrauen und freie Hand von Seiten der Geschäftsleitung. Haben Mitarbeitende das Gefühl, dass jedes Wort ungefiltert weitergereicht wird, verbessert sich die Kommunikationskultur nicht. Ganz im Gegenteil, sie verhärtet sich.

I use workshops to create engaging environments for employees to provide feedback identifying issues, generate ideas, collectively choose solutions, and make simple 30 to 60-day action plans and accountability measures. Employees engage in feedback/suggestions much more willingly when they see their time/effort in providing them produces results and impact.

For me, the answer here is as much about fostering the right culture and environment as it is about the particular channels, tools and forums you use. The biggest and most important job, is to have leaders who demonstrate an eagerness to listen to colleagues, who ask for feedback and views to be shared, and who then act on this, where needed. To foster and embed an open listening culture, and have true psychological safety, you need to first embed the right values and leadership behaviours that then cascade through your organisation.