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Feedback training for more than 150 teams, from technicians to the HR director
Giving and receiving feedback is tricky, and mastering it is what makes an open culture possible. VodafoneZiggo built its culture program on the value 'Open Up' and, with Relevance, developed a tailor-made feedback training that more than 150 teams have followed.
From values on the wall to behavior in the team
Company culture had been a priority since the joint venture between Vodafone and Ziggo in 2017. After a year on what the company stands for and a year on its values, Open Up, Team Up and Step Up, the third year was about behavior.
The engagement survey showed a strong wish among employees to improve that behavior, and the pandemic made clear communication and efficient teamwork more urgent than ever. Nynke Hagen, Culture and Engagement Manager: 'We started out by asking ourselves what kind of behavior we want to reinforce and prioritize in our company culture. That's where the value of Open Up came in.'
Feedback training that lives in the team, not the individual
Senior trainer Marianne van Munster proposed to embed all three VodafoneZiggo values visibly in the learning modules, as a partnership in the company's development rather than a training delivered. The training first makes clear what feedback is, and what it is not, and then practices the how.
It started from an individual perspective, but the focus soon shifted to creating a feedback culture within teams. Each team got its own content, placed in its specific context, from technicians and store staff to the HR director and his team. Managers were given custom practical tools to keep the conversation going, and employees have unlimited access to hundreds of modules on the Archipel platform, a Relevance sister company.
Values embedded
Open Up, Team Up and Step Up visible in every module.
Team-based training
Content tailored per team and placed in its own context, more than 150 teams so far.
Practical tools for managers
Custom tools to inspire team members and keep feedback going after the training.
Evaluations and effect scans
Measuring the change, not just the attendance.
Platform access
Unlimited access to hundreds of modules on the Archipel platform, plus refreshers and additional modules.
Two points higher, and feedback that is now called support
After the training people rated themselves two points higher on average on giving and receiving feedback. They find it easier to give one-on-one feedback and now comment on positive aspects instead of focusing on the negative. Feedback is discussed as 'supportive' and 'developmental' rather than 'positive' and 'negative'.
Nynke Hagen's advice to any organization working on its culture: 'Embed your values in everything you do. Involve people from all over the company. Choosing some standalone training module and expect for it to have an effect doesn't suffice. Make sure to continue the learning process after the training is over, so that new behaviors become the norm.'
Embed your values in everything you do. Involve people from all over the company. Choosing some standalone training module and expect for it to have an effect, doesn’t suffice. Make sure to continue the learning process after the training is over, so that new behaviors become the norm.
Nynke HagenCulture & Engagement Manager, VodafoneZiggo
The biggest takeaways
- 1
Feedback lives in teams, not individuals: the training changed once it moved from personal skill to team culture.
- 2
Tailor the content per team and embed the company values, or the training stays a standalone module.
- 3
Keep it going after the training with tools for managers, refreshers and a platform, so new behavior becomes the norm.
A one-page PDF with the key items, the numbers and the biggest takeaways. Handy for a meeting, or to forward.
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