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Feedback and Improvement: The True Core of Enterprise Performance Management

The Feedback and Improvement Phase: A "Lifeline" for Enterprise Performance Management?

Last week a client asked me why their company's performance evaluation showed little improvement after three years. I hit the nail on the head—the feedback and improvement phase wasn't taken seriously at all! Did you know that 90% of companies treat performance management like an annual show, while forgetting this part is actually the real star of the show?

Core Value Trio

To put it simply, performance management has three steps: setting goals → tracking progress → giving feedback. However, bosses tend to focus only on the first two steps, unaware that the feedback and improvement phase is the key to activating the entire system. Let me give you an example: imagine your fitness coach watches you lift weights and just says "good job." That won't work—you need specific pointers such as not tightening your shoulder blades enough or letting your knees cave in during squats so you can remember next time!

What's the difference between this step and just handing out bonuses? Here are the highlights:

  • It’s not a year-end report card
  • It's more like a real-time navigation dashboard
  • And acts as a personal trainer for employee growth

Employee Growth Pitfalls Guide

Remember Xiao Wang when he first joined the company? He was full of enthusiasm but kept stepping into pitfalls, and his supervisor stayed silent until the year-end review. Eventually, they realized he had completely misunderstood customer requirements—three months of hard work went to waste! Now we use a progress board made with Ganttable (Click here to play with visual tracking), circling problem points every Monday morning. Guess what? Xiao Wang is now a team leader!

Let me tell you honestly, most poorly-managed companies have one common problem—they're afraid of offending people. In fact, the Gen Y and Gen Z generations really respond well to this: help them solve problems and they'll work like crazy for you! We use the SMART principle to break down improvement plans. Last week alone, we transformed the vague phrase "improve conversion rate" used by the sales department into a concrete action—"make five additional in-depth follow-up calls per day"—and saw immediate performance gains.

Team Collaboration Efficiency Secrets

Yesterday the development and operations teams got into another argument in the meeting room. On the surface, it seemed like a feature launch delay issue, but digging deeper revealed the root cause: the operations side said the requirement documents were written like hieroglyphics, while the development side complained that the feedback changed eight hundred times! Later we applied the 360-degree feedback method, letting project members rate each other and uncovering the underlying problem—weekly meetings turned into blame sessions where nobody dared to speak up! Now we switched to anonymous online feedback using a Gantt chart for visualized progress tracking, instantly doubling efficiency.

Talking about this reminds me—I want to pour some cold water on things. Many companies' so-called improvements are nothing but posting KPIs on walls! Last time I visited an e-commerce business, there was a banner titled "User Experience Upgrade Plan" with a QR code underneath. Scanning it led to an Excel template page that hadn’t been touched in three months. This kind of formalism isn’t worth doing—it would be better to just go home and write a checklist.

Corporate Culture Building Journey

Ultimately, it all comes down to soft cultural power. Two days ago, I was having drinks with Old Li from Huawei. He told me about a tradition in their company called the "Rant Conference": every month 20 grassroots employees are randomly selected, and senior executives personally record the issues raised, making resolution progress fully transparent. Sounds like a joke? They've actually been doing this for ten years! Now employees rush to offer suggestions because they know it’s not just going through the motions.

Honestly, how well a company handles its feedback and improvement phase can be judged directly by how management reacts to negative comments. Once we conducted a diagnosis for a manufacturing client and found a suggestion labeled “air conditioning unit aging in high-temperature workshops” in the bottom-up feedback system. Three months later, it turned into five brand new industrial fans installed in the workshop! Such immediate improvements are more effective than shouting slogans ten times over.

Keep this in mind: organizations that continuously iterate use feedback as oxygen, allowing every cell to breathe fresh air. If you still treat improvement like a fire extinguisher, you’ll never taste the flavor of qualitative change!