Idea Feedback Loops: "Closing the Loop: Why Feedback Fuels Idea Programs"
If you host a dinner party and ask your guests to bring their favorite dish – but instead of serving the dishes, you set them aside, never acknowledging their effort. How likely are those guests to enthusiastically contribute the next time?
This is what happens when feedback is absent from an idea program. Employees invest time and creativity into their ideas, only to feel like their contributions disappear into a void. Over time, enthusiasm wanes, participation drops, and the program stalls.
Feedback isn’t just a polite acknowledgment—it’s the lifeblood of an effective idea program. It closes the loop between submission and action, showing employees that their voices matter. In this article, we’ll explore why feedback is so vital, how it fuels sustained engagement, and the practical steps you can take to build a robust feedback loop in your organization.
1: The Role of Feedback in Building Trust and Engagement
Feedback is more than just a box to check—it’s a bridge that connects employees to the larger mission of the organization. When employees submit ideas, they’re not just offering solutions; they’re opening a dialogue. The quality of your response determines whether that dialogue becomes a relationship or a missed opportunity (and whether that employee ever submits an improvement suggestion ever again!).
Acknowledgment as the First Step
Years ago, the typical process of collecting new improvement ideas was to use a ‘suggestion box’. Oftentimes, introducing the ‘suggestions box’ was a fad, the suggestions were eventually ignored, no feedback was given and the whole concept of employees suggesting improvement ideas would die. I’ve worked with clients where this was the regular outcome – initial success followed by slow death… And this was routinely seen in employee feedback scores each year with a top cited complaint being that employees felt they had little or no input into improvement and were regularly ignored and they were often right!
Turning this around can be simple: every idea submission should receive an immediate acknowledgment, often through a handwritten note or a quick email.
The acknowledgment doesn’t need to elaborate—just a genuine, timely “thank you for your contribution.” The impact? Participation rates soar. Acknowledgment, even when it doesn’t lead to immediate action, validates the effort and shows employees their input is valued.
The Danger of Silence
Silence, on the other hand, breeds distrust. Imagine asking a friend for advice and hearing nothing in return. You’d think twice before seeking their input again, wouldn’t you? The same principle applies to idea programs. Employees need to feel that their contributions are not only seen but also respected, even if the idea isn’t implemented.
So why the silence ?
When I’ve worked with clients, I’ve often seen ideas from the floor which were not easily actionable or seen as high priority:
- Complaints about something specific that needs fixing but no solution given (probably a recurring issue but no-one has figured out how to actually fix the issue; potentially the idea contributor might actually have a good idea to actually fix but they just didn’t say it!)
- Ideas not related to the specific program (but still a good idea) – perhaps something that should be done later
- General ideas or concepts that are so broad that they are not easily actionable (but potentially could be split into sub-ideas and prioritised accordingly)
- Ideas that have benefit but the cost of implementing a solution would outweigh the benefit i.e., ‘it doesn’t stack-up’
Depending on the improvement program priorities, there will be many ‘rejections’ but you should still provide feedback!
Making Feedback Actionable – handling rejections the right way
Not all feedback is created equal. To build trust, feedback must be specific, constructive, and actionable. Instead of a generic “this won’t work,” explain why:
- “We love the creativity behind this idea, but implementing it right now would require resources we don’t have. Let’s revisit this in six months when our budget renews.”
This approach turns rejection into a learning opportunity, fostering a growth mindset across your workforce.
If you treat this as a learning opportunity, then the idea contributor can reflect on the feedback and potentially improve future ideas e.g., if the idea contributor understands that ideas need to be commercially viable they will consider that the next time they contribute. This is a huge step forwards in their mindset (vs the typical disengagement if no feedback is given).
Questions to ask yourself
- Are employees receiving acknowledgment promptly after submitting ideas?
- Is your feedback constructive and transparent, even for ideas that aren’t pursued?
- Do employees feel encouraged to submit again after receiving feedback?
2: Designing an Effective Feedback Loop
Feedback is most impactful when it’s part of a well-designed process. Without a clear system, even the best intentions can lead to delays, miscommunication, and frustration. A strong feedback loop ensures that every idea is acknowledged, reviewed, and followed up with actionable insights.
And, if you’re still using a manual process for collecting ideas – then I have news for my friend! Welcome to the 21st century 😊.
Streamlining the Process
Common issues for many organizations: too many ideas and/or no structured way to handle them. Employees are left wondering if anyone has even read their submissions. To address these issues, consider a simple straightforward, three-step feedback system:
- Immediate Acknowledgment: An automated response thanking employees for their ideas and outlining the next steps in the review process.
- Timely Review: A dedicated team committed to reviewing submissions within two weeks, ensuring no idea lingered in limbo.
- Constructive Follow-Up: Employees receive personalized feedback explaining decisions, whether the idea was approved, put on hold, or declined.
This streamlined process instantly reduces frustration and boosts trust in the idea program immediately increasing participation.
Leveraging Technology
Today’s software solutions make it easier than ever to implement and manage feedback loops. Platforms that integrate idea tracking with communication tools can automate much of the process. For example:
- Instant feedback: Provide employees with real-time updates when feedback is given.
- Automated Notifications: Ensure employees are informed at every stage—when their idea is received, reviewed, and acted upon.
- Collaborative Tools: Allow teams to refine and build upon ideas collectively, creating a sense of shared ownership.
Striking the Right Balance
While automated processes help with efficiency, the human touch remains critical. A system that only sends automated responses without any personal engagement risks feeling impersonal and robotic. Leaders should consider mixing automated updates with occasional direct communication, such as team-wide meetings to celebrate implemented ideas. Share these success stories – put them up on the wall – so that everyone can see.
Avoiding Common Pitfalls
- Delayed Responses: Timeliness is key. Delays, even if unintentional, can make employees feel neglected.
- Overcomplicating the Process: Simplicity is your friend – it must be easy to use! A cumbersome system discourages both employees and managers from engaging.
- One-Sided Communication: Feedback loops should be two-way, encouraging employees to respond to feedback and ask follow-up questions.
Questions to ask yourself
- Is your feedback process simple, transparent, and scalable?
- Are you balancing automated processes with personal engagement?
- How quickly can employees expect to hear back after submitting an idea?
3: Building a Feedback Culture Across the Organization
A feedback loop is only as strong as the culture supporting it. While technology and processes are critical, the real transformation happens when feedback becomes a natural part of how employees and leaders interact. Building this culture requires intention, consistency, and alignment with broader organizational goals.
Leadership as Role Models
Feedback culture starts at the top. Leaders who actively engage in the idea process send a powerful message: employee contributions matter. This goes beyond formal reviews—leaders should openly recognize and respond to ideas in real-time.
In one organization I worked with, all performance meetings started with the meeting lead requesting a contribution of a ‘proud’ moment – an event where someone had contributed over and above in the last day or week. The event would be reflected on and the team would discuss how ‘recognition’ should be given. This recognition inspired a ripple effect, with all managers and team leads adopting similar this practice. The outcome? A noticeable shift in participation and morale as employees saw their leaders adopt this practice.
This practice also enabled the performance meetings to properly address the poor performing areas/KPIs and focus on the ‘reds’ as the meeting was not over weighted to just reviewing under-performance but also reflected on successes as well.
Feedback shouldn’t flow solely from leadership. Developing a mature culture for feedback from peers as leaders is a key requirement for a high-performance organization.
Psychological Safety: A Critical Foundation
A culture of feedback can’t thrive without psychological safety. Employees must feel secure enough to share their thoughts without fear of criticism or retribution. Equip managers with the skills to provide feedback that’s both candid and encouraging.
Measuring Cultural Shifts
Cultural transformation takes time, but tracking progress is essential. Key metrics include:
- Engagement Rates: Are more employees submitting ideas over time?
- Feedback Satisfaction Scores: Use surveys to gauge how employees feel about the improvement idea feedback they’re receiving e.g., “do you feel that your improvement suggestions are listened to ?”
- Implementation Rates: How often are employee ideas being put into action?
These are all ‘hard’ KPIs that can be easily measured with the correct tools.
Questions to ask yourself
- Are leaders setting an example by actively participating in feedback processes?
- Does your organization encourage peer-to-peer collaboration and feedback?
- What steps are you taking to ensure employees feel safe sharing ideas?
Conclusion: Creating a Continuous Cycle of Improvement
Feedback isn’t just a step in your idea program—it’s the engine that keeps it running. By acknowledging contributions, implementing robust processes, and fostering a feedback-driven culture, organizations can ensure their idea programs thrive.
Imagine a workplace where every employee feels heard, valued, and empowered to contribute to the organization’s success. That’s the power of closing the feedback loop.
As discussed in this post – providing feedback and setting up automated processes to provided that feedback in a timely manner is now easy with the right technology – technology is your friend 😊.
Call to Action: Take a moment to evaluate your current feedback practices. Are you closing the loop effectively, or is there room for improvement? Share your experiences and challenges in the comments below, and let’s build a stronger feedback culture together.