When we first launched Check-in, we designed a comprehensive plan that included significant training and communications for the first 18 months, with continued training after that time. We rolled out the training to our senior leaders first, followed by managers and then employees. We started with one phase of Check-in (Feedback), and then each quarter we’d focus on another phase.
Most of our training involves short bursts of learning either in person or via Adobe Connect, our web-conferencing platform. For example, in a 60-minute session, we share the concept, a framework, and key tips, and then we have a panel of employees demonstrate how the practice works within a team.
We’ve also invested in an Employee Resource Center that offers templates, guidelines, and videos designed to help managers and employees build their skills around both providing and using constructive feedback as a development tool.
We’ve woven Check-in throughout our programs. Our recruiters and managers talk about it with candidates during our selection process. New hires hear how to make the most of it during orientation. It’s embedded into our curricula for managers, our quarterly leader communications, and our all-hands meetings.