Chapter
4

Example – real-time feedback in action

4
min read

We have found that more detailed responses, while time-consuming, are definitely the best route. The exercise only takes 5-10 minutes per employee and is well worth it. Below is the real-time feedback that a manager gave to one of our Implementation Specialists after the first implementation call. Naturally, the manager had this conversation with her in person, then recapped it in Humi and set a goal for her in Humi, which the manager will review together in their quarterly check-in. Names have been changed for privacy reasons.

Subject: Today’s call with Joanna from Epic Enterprises

Michelle, as mentioned on our call after your chat with Joanna from Epic Enterprises yesterday:

  • Excellent rapport building skills. You are awesome at building relationships. That’s so key in our line of work. Great listening skills. When the client said she wasn’t an Ontario native, not even a split second passed before you responded: “Oh no way, where are you from?” This might seem trivial, but we live in a multi-tasking world and it’s very obvious when someone isn’t listening because of the split-second delay between responses. Awesome work making it known that she had your full attention.
  • Great recap on the hand-off from sales. Knowing the background on the story gives the client confidence she came to the right place and works with an organization that takes the time to prep before every call. It also offers the opportunity for the client to give us more information, instead of just recapping what we should already know. Good job on setting the agenda. HR is super busy. Clients don’t want to wander around in the dark on calls while wondering where the conversation will go.
  • Great job on talking through the implementation timeline and asking for feedback at each step. It goes a long way in ensuring that the first call is concrete and the client has full confidence in the next step. It also ensures that if there are roadblocks, we identify will them. That does great things for our resourcing, but more importantly, it ensures a smooth implementation for the client.
  • Good pace and questions. You didn’t rush, you took your time, and asked confirmation questions at the end of every section. That was all awesome and showed your attention to detail. When a client signs with Humi they are putting their butts on the line. We know it helps, but they are inevitably taking a risk. The best way to promote peace of mind is to come in armed with background info, listen attentively, take your time, and ask questions. You did an awesome job of this.
  • Soft feedback: Consider asking the client for the “big picture.” Many of these conversations focus on features and steps - which is key - but a large part of the reason why companies move to a platform like Humi is they want more time for focusing on other things (eg. focusing on developing their people, making more money, spending more time on recruiting, etc) Unearthing the big picture (also known as the “why”) will get them excited and motivated to complete the implementation and remind them as to why they bought Humi in the first place. This isn’t an absolute must, but something to consider trying.
  • Hard feedback: You need to start asking who else needs to be involved during implementation. When you are talking to the champion, it’s easy to keep an eye on them, but there are often other stakeholders that should be involved along the path. It might be finance, ops, management, leadership, etc. It would be great for the HR champion to be a full-fledged Humi expert when implementation rolls around, but without including other people (and being prompted to, by you) they’ll get hard questions down the line which they may not be able to answer. In order to make sure they are the office hero, we need to help them bring in any other stakeholders. I’ll set up a goal in Humi for you to work on this in the future.

New goal:

By the end of next week, ask who else needs to be trained before Humi goes live, or whose opinion - if anyone - might matter in how these policies and processes are designed.