Better bosses at Sanoma — rethinking the management feedback process
Jännäri, Petti (2020)
Jännäri, Petti
2020
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-202101081105
https://urn.fi/URN:NBN:fi:amk-202101081105
Tiivistelmä
Contemporary organizations are facing various new challenges in the fast-changing business environment. Efficiency and regeneration needed require understanding and development of the employees, especially those leading the performance of others within the organization. The purpose of the thesis is to develop leadership feedback practices to enhance leadership, that ensures positive employee experience, and regeneration needed to support the growth and efficiency of Sanoma Media Finland. The aim is to co-create a customer-centric 360-degree management feedback questionnaire and development ideas for the feedback process.
The theoretical framework is derived from the service- and customer-dominant logic, the concept of employee experience, and various leadership studies and frameworks, for example, servant leadership. From the theories, ten essential manager qualities were identified by the author. The development was done with a customer-centric service design approach following the Double diamond model and utilizing service design methods and tools: Manager interviews were conducted, reported and the data analyzed. User stories were created, and various workshop methods applied, feedback themes co-created and prototypes tested with Sanoma managers, employees, and HR representatives.
The customer-centric service solution co-created, emphasizes the manager’s needs and identifies their three roles at work: a role model and representative of the company, facilitator of teamwork, and enabler of employee’s success. Hence, the 360-degree feedback questionnaire co-created includes 38 items, that lead to the assessment of those three managerial roles. Development ideas for the feedback process collected include consideration of transparent and effective communication, timing, and accountability issues connected to the feedback system. The feedback process model created seeks to diminish the defects of the process identified by the research and to enhance management development. Ultimately, the objective is to upgrade the well-being and employee experience of all employees.
The theoretical framework is derived from the service- and customer-dominant logic, the concept of employee experience, and various leadership studies and frameworks, for example, servant leadership. From the theories, ten essential manager qualities were identified by the author. The development was done with a customer-centric service design approach following the Double diamond model and utilizing service design methods and tools: Manager interviews were conducted, reported and the data analyzed. User stories were created, and various workshop methods applied, feedback themes co-created and prototypes tested with Sanoma managers, employees, and HR representatives.
The customer-centric service solution co-created, emphasizes the manager’s needs and identifies their three roles at work: a role model and representative of the company, facilitator of teamwork, and enabler of employee’s success. Hence, the 360-degree feedback questionnaire co-created includes 38 items, that lead to the assessment of those three managerial roles. Development ideas for the feedback process collected include consideration of transparent and effective communication, timing, and accountability issues connected to the feedback system. The feedback process model created seeks to diminish the defects of the process identified by the research and to enhance management development. Ultimately, the objective is to upgrade the well-being and employee experience of all employees.