Hi,
We will soon be holding an event for all colleagues across the organisation. The purpose of the event is to bring colleagues together, engage and get them thinking about some real improvements that they can make personally to the organisation. Does any one have any tips, tools, mechanisms for capturing feedback from such sessions in a meaningful way - both for colleagues at the event and for the management team to take away and action?
PS - Thanks to all of you that have given me such useful ideas from my previous questions.
Tom Harlow
2 Responses
Feedback
In the similar AWAY DAYS we organised for 160,people,eight or nine broadly based workshop teams addressing the same questions were appointed.We split the event over two days. A convenor and scribe for each team was appointed.They gave feedback in the plenary sessions AND Then met on a regular basis back at the ranch together to discuss action taken and action to be taken. A sort of post away day steering group.Trick was to convenue the group before,during and after the event to create harmony,concise messages and briefings as well as same level platform for all communication and feedback. On the anniversary of first event with most of key players still in situ,great coherance etc was obtained
Willi
am
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Start, Stop, More, Less
We recently held some events to help people consider the future direction of the department.
To add some structure to the discussions, we started looking at the above areas, starting with STOP – what did we currently do that didn’t work/ was no longer relevant/ didn’t add value.
Then we moved onto LESS – what we needed to do, but spent too much time doing.
This got most of the gripes out of the way before we moved onto MORE – spend more time, do more of, value more etc
The newest category was START – things we don’t currently do and could do, should do, or that they wanted us to do.
This was a general free for all, with post its and then teams categorised the comments into similar or related categories.
The next stage was to identify those things that could be dealt with almost immediately (within 2 weeks) that were agreed as being useful (so it wasn’t a lone voice…) Things taking 1-2 months were also identified and prioritised.
Longer term projects were put to one side, with the intention to review them once some progress and momentum had been generated.
Hope this is helpful…