All Collections
Qulture.Rocks Academy
Feedbacks and Recognition
Using feedbacks to emphasize a feedback culture in your company
Using feedbacks to emphasize a feedback culture in your company
Use feedback features to emphasize employees’ good habits when it comes to feedbacks.
Updated over a week ago

It is not new that creating a culture of feedbacks in a company where this is not the rule (that is, in 99.99% of companies) is a major challenge for organizational change.

We here at Qulture.Rocks think about it a lot, and we aim to facilitate this change. One of the efforts that has already proved extremely useful is the Feedback Blitz, described in this article.

We also think that one of the major keys to this effort being successful is the adhesion of company executives, especially the CEO and his direct reports (directors and vice presidents). To do this, we have already sat down with CEOs and VPs a few times and conducted a shootout for feedback and feedback requests with them, to help them with any queries, but more importantly, to make sure they did.

The purpose of this article is to introduce yet another of these organizational change techniques: the use of feedbacks by HR as a way to reinforce a change of habit in the company.

How does it work?

Whether it’s in the personal accounts of its members or in a shared account used to manage the system (we think the first option is more personal and cool), the HR department enters the system and sends feedbacks to more and less active employees in order to reinforce behaviors correct and change the behavior of those who are disengaged with practice.

In order to do that, using the feedback for multiple users is quite helpful and quicker.

First step: names

The first step in taking this initiative is to extract the names of the employees to be impacted. Three types of initiatives that we think can be done (in the most varied timeframes, such as a week, a month etc.):

  • Employees who give more feedback;

  • Employees who ask for more feedback;

  • Collaborators who give less feedbacks;

  • Managers who least ask for feedback from their teams.

In order to extract reports, login your admin profile and then enter the feedback statistics page to download reports in an Excel file so you can compile rankings.

The second step is to send feedbacks. In that case, go to the send feedback screen and pick the employees who’ll receive the first feedback.

Second step: send feedbacks


To do this, go to the send feedbacks screen and choose all employees who will receive the first feedback to be sent.

The title could be something like this:

  • "Congratulations on your participation!";

  • "Congratulations on requesting feedback";

  • "What about giving more feedback to your team?";

  • "What do you think about requesting more feedbacks from your subordinates?"

Then proceed to fill in the feedback as a regular constructive feedback. A good tip is to read the article on constructive feedbacks and use the Context, Behavior, Consequence and Suggestion methodology.

For those who are active feedbackers

For leaders that aren't asking for feedbacks

Third step: Monitoring the results

The last step of the initiative is to monitor the results of the action. If the impacted employees positively change their actions, you can congratulate them in a next initiative. If they continue to be active, you can talk to them, understand what makes them more active than everyone else, and even try to record a testimonial on cell phone to share with the rest of the company. The number of ideas is practically infinite :)


If you need more ideas or want to share some best practices with us, we are here!

Credits: thanks to the Senior Solution team (Tati and Camila) who pioneered the initiative and congratulations!



Did this answer your question?