Before we get down to business, it is of utmost importance to know the rationale behind Internal Engagement Campaigns. Click here to know more about this subject.
💡 Campaigns proposals
The ideas below do not necessarily have to be done in sequence: it is up to the responsible person to identify which block (A, B or C) is the most appropriate to the company's current situation :)
📚 Block A
Campaigns dedicated to the first steps in the adoption of the practice (initial engagement). All proposals are more playful, have a continuous frequency and their procedures are simpler to implement.
What is it? Include, in the integration of new employees, an exclusive step for Insights as one of the mandatory steps to finalize this process. At this point, it is worth understanding what are the major milestones of the company's integration process and use them as reference to create action plans.
How? Give a Feedback to HR in the first week of integration; The new employee can send Feedback to another employee who had more contact in the first month (buddy, leader or peers); Ask for a Feedback to the one who had more contact in the first month.
What is it? Reinforce the sending of Feedbacks in the work routine and not only at specific times during the year.
How? Present at the end of every presentation a slide with a QR code that directs to the Feedback submission page.
What is it? Encourage the recognition of opportunities to send and request Feedback on a daily basis, without a pre-established situation for doing so.
How? Work with visual stimuli (wallpapers, meeting backgrounds, reminders in the agenda, among others) to make sure employees have submitted and/or requested at least one Feedback in the week.
What is it? Stimulate the use of the product by using it together in order to offer more security and support to those who are not familiar with the tool.
How? Set aside 10 minutes during team meetings for collective use of the product: everyone will ask for and/or send feedback at the same time. The idea of being collective is so that any questions can be answered immediately.
📚 Block B
Targeted at those who are already familiar with the platform but need to develop their use. All campaigns follow the logic of public recognition/awards and can even generate a healthy sense of competitiveness during their duration.
5) Influencers/Champions Program
What is it? Encouraging employees to get into the tool and already know good examples of feedbacks; accelerating the engagement process by having focal points of support; helping in the practice and reducing the responsibility of HR in promoting the adoption of the tool.
How? Influencers/champions will be "pioneers" by proactively asking for and giving feedback in a whimsical way. In addition, they will actively encourage the rest of the employees to use the platform. It is interesting to determine goals for each influencer/champion and, if appropriate, a varied compensation system for those who achieve them.
6) Challenges/Goals quarterly
What is it? Encouraging feedback between all relationships in the company (peers, leaders -> subordinates, others, etc.). Establishment of gamification as an engaging factor, stimulating a healthy competitiveness among teams, and consequent increase in the use of the tool.
How? Adoption of a system of quarterly goals for teams, in terms of quantity of Feedbacks sent/requested. Such goals should be broken into milestones so that these quantify the success of the same and, moreover, serve as an incentive, since each milestone has its respective recognition. The measuring of the teams' performance must be done periodically.
7) Guardians 💂
What is it? Encouraging the sending/requesting of Feedbacks in general, as well as encouraging the association of values during the sending, mainly. It also fits as a strategy to reinforce the organizational culture through the values and their respective behaviors.
How? Recognize of the employees who received the most feedbacks with a given value.
8) Public Recognition
What is it? Emphasize that Insights are seen as a positive attitude. It also ensures that the whole company sees who are the people most engaged in the team's development.
How? Recognize the employees who sent/requested the most Feedbacks in the last week/month/quarter.
📚 Block C
Targeted at customers who are already mature with the product and do not need campaigns with a high frequency. The campaigns of this block are punctual, associated with other products and related to the lessons learned from the feedbacks.
9) Performance Cycle
What is it? The use of the Feedbacks product not only as a tool for recognition and route correction, but also as an artifice for a better realization of the performance cycle (more inputs).
How? Use the key moments in the performance process as cues for feedback requests to the team. Some milestones might be: opening of the evaluation cycle, post-evaluation, post IDP registration, for example)
11) Learnings (leaders)
What is it? Opportunity for the leadership to show vulnerability by sharing their points of improvement and learning from the product, and furthermore, to foster the use of the tool from the example that the leadership sets.
How? Set aside a moment each month, during team meetings, to present the main lessons learned from the feedback received. The presentation can be formal or informal (TOP #3 feedbacks, etc.).
11) Learnings (direct reports)
What is it? Encouraging employees to take a time to reflect on the points raised in the feedbacks (positive and constructive) and to take a time to realize whether it makes sense, whether they have evolved or not.
How? Set aside a moment during 1:1s, to present the main learnings from the feedbacks received.
If you have any doubt, don't think twice to contact your CSM or #chatwithus 😊💜