Feedback

Using goals to facilitate conversations

The Problem

When it came to giving performance feedback, the current system for a medium-sized design agency wasn't working. Feedback was only given at the end of the project and wasn't available to read until everyone completed it, resulting in delays and missed opportunities for growth. As the company decided to change their approach to growth and development, it became clear the feedback system was in need of an overhaul.

The Solution

To be more inline with how feedback was happening in the company, the new feedback tool came with less restraints and more support for in-the-moment feedback. It also allowed support for multiple pieces of feedback and for individuals to share what goals they are working on.

Goal Based Feedback
Allowing individuals to share goals lets the company know what everyone is working on and allows an individual to get more tailored feedback to their growth.

Leadership Analysis
Traditionally, leadership feedback was just open-ended questions that didn't capture leadership style in a way that was easy to understand for the company or the individual.

The Process

Mining Past Experiences

We did an audit of the previous feedback system by breaking apart how it worked and talking to employers to understand what was working and not working about the old system.

Secondary Research

We also looked at platforms ranging from similar feedback systems to blogging platforms to understand the best interactions for what we were trying to build.

Building to Learn

During this process we got to an MVP as fast as possible by using front-end development as a way to "sketch" a concept. Instead of a traditional method of sketching to a drawing program to code, we moved to working prototypes that we tested often as a way to learn faster and build smarter.

Date

January 2015

My Role

During Feedback I served as an interaction and visual designer. I helped design the system from architecture to visual design and helped with front-end development.