Pillsbury employs an anonymous hot line to solicit frank employee feedback. Peter Lilienthal, creator of the InTouch hot-line system Pillsbury uses, offers ideas to ensure such hot lines are effective.
- Differentiate the hotline from other employee services: It isn’t a counseling line like an EAP. It isn’t a whistle-blower line. It isn’t solely for venting or for voting on company policies. It’s a means to make employees heard on any number of issues.
- Publicize: Send out stickers, magnets and pamphlets with the phone number.
- Make sure management leads the way: If management isn’t involved at the highest levels, nothing will get done.
- Make sure to offer progress reports: Use postings, newsletters and CEO communications to tell employees the different ways that the company is using feedback from the hotline.
- Use feedback to fix problems, not to punish: If managers work in fear that every anonymous tip an employee leaves will get them in trouble, you’ll face a big backlash.
- Have legal counsel look over the transcripts: It will save big money if the company can act on feedback to stop discrimination, sexual harassment or wrongful demotion.
- Trust employees: Let employees know what the hotline is for, but don’t put too many boundaries on it. Most employees appreciate the opportunity to use the hot line and do so responsibly.
- Ask for site or department identification for feedback: This helps focus management response better. But–don’t force it.
- Use the hotline as a survey tool: Some companies include a specific question or issue on the hotline recording and ask employees to respond. This offers two-for-one feedback.
- Enjoy the frankness: Don’t expect all hearts and flowers. Remember that the most effective feedback isn’t always glowing. It does, however, offer a chance for growth you didn’t have before.
SOURCE:: Management Communications Systems Inc.; 3100 West Lake St., Suite 430; Minneapolis, MN 55416; 612-926-7988.
Workforce, February 1998, Vol. 77, No. 2, pp. 56-59.