# Goals to Hit and sell in the next 3 months for Feedback
## Employees attending, but there's less output? Learn to increase output using this method
### Problems in the organization for different types of employees
Buttol
1. Higher authority worries about less product sales or service
- Execution is slow
- Not hitting deadlines
2. High attendence of employees but still the output is less
2. All the employees want to get recognized and promoted.
- Is everyone really working for it?
- How to recognize the top talent?
These problems jeopardize an organization's financial stability, which directly affects its success.
### Is attendence enough?
- You may already have an attendence software and figured out atleast 60-80% of the employees are present everyday.
But still the project deadlines are not met. What can you derive from this?
Employees are present but not everybody has intensity/ thrive for completion.
**Identifying them takes good amount of energy**, once you identify, you have many options to address the problem in styles.
### Implementing solutions for the identified problems
- The answer to the above problems is **embeding feedback in your culture**.
- When feedback is a part of organization's culture, great things can be achieved with **less mistakes**.
- No one is perfect; everyone makes mistakes.
A person is good cultured when they find a mistake and offer feedback to the other person, including suggestions for improvement.
Feedback is a high intellectual work, it takes good amount of energy to provide one.
**Not everyone wants to give feedback** to others, **only the person who has more energy** wants to help others because they understand that *great things can only be achieved with high quality people*.
### Types of employees
- When an employee is **constantly trying to improve their peer**, it directly indicates they are **high quality individual** trying to hit high heights (*High Performers*).
- There are employees who provide feedback infrequently, but they have the potential to improve (*High Potential*).
- Then there others who will **show their attendence** but **contribute nothing** in helping others (*Lagging Employees*).
### How to find out the lagging employees of the org?
- Consider a small team of **10** employees,
If Each employee gives feedback each other, then we can expect that team to output a minimum of **90** feedback.
- When the *expected* feedback is **90** and if *feedback* by employees is **60**,
you have **4** employees **wasting** the **organization's resources** and dragging it behind being a weight.
- **Dragging employees** *dont* bring in the **revenue**, they consume it.
- So the derivation from this is that just tracking attendence alone is not suffecient to build a high quality organization.
### Can the problem be solved with software?
- Yes, our software goes beyond attendence and provides a *detailed measure* of **real engagement**
i.e Hexmos Feedback tells the leader - **how many actual serious contributors exist** within the organization.
Real engagement can be classified into three pieces:
1. High Performers of the Organization
2. Employees who need attention
3. Lagging Employees of the Organization
There must be one more question in mind, just by employees giving feedback now and then will all the problems solve?
No, For feedback to effectivly yield results feedback exchange should be followed continously.
### Is there a frequency needed for feedback?
- **Annual/Monthly Feedback is not enough. Feedback needs to be immediate.**
- Problem with your existing infrequent feedback is that it is too generalized
it is just for the organization. There is no feedback between employees.
- Would a developer write code without testing for 11 months? No, right? Likewise, annual reviews are outdated.
*Telling someone that they did something great or sub-optimal 11 months ago is useless*.
- 60% Employees want feedback throught the year, peers are able to correct their mistakes with others input or learn a better way of execution.
- Feedback creates internal consequences when received frequently
Performance feedback elicits either *positive* or *negative* feelings about themselves and their work; such reflections *lead to improvements and satisfaction*.
The following quote signifies the impact:
> As one clerk put it, ’I used to go home evenings wondering what I had done […] now I look at my feedback report and can see what I have accomplished.”
- Annual reviews waste HR's time and have low ROI.
So having a culture of providing immediate feedback leaves high performant employees satisfied.
- *If a employee is not able to give one feedback a day, how will the contribute to organization?*
**When an organization is able to recognize these three categories** of employees, they have **enormous oppurtunities** to straighten things up.
They will have to try different methodologies to bring in the harmony and organize things,
but what is the use of trying if the problem is not recognized in the first place.
### Conclusion
- When a organization is filled with high performing employees, they thrive to grow up everyday.
When all the employees are growing up, the organization goes to the next level.
- Hexmos Feedback helps you recognize the categories of employees and helps appraise them for thier contribution,
it also highlights the lagging employees of the organization pushing the leader to take action.
<!-- - When other employees sees an employee getting appraised, the natural human tendency to achieve looking at other person is triggered and slowley the whole organization will start trying to hit the next level. -->
<!--
- Employees want to give feedback to the Lead or Manager if a decision made is wrong and usually hide it thinking of negative circumstances,
to address this they need a platform to give feedback which should be taken for constructive betterment of the project and company.
- When the higher minds of the organization sees other's feedback of the ongoing things in any project they can pitch in their give feedback to the project's leader in improving the decision, thus reducing mistakes and choosing the optimal way.
-->
<!-- ## How feedback should be structured?
2. **Respecting negative feedback**
Negative feedback is the best feedback because it helps you improve the things that annoy your employers that no one else is telling you about
-->
# Prioritized Features
1. Dashboard which shows elements according to Profiles
- Administrator (for cto and managers)
1. Engagement Metric
1. Org Score
Higher the score, high competitive employees.
3. Team Scores
Tells how employees are performing within a team.
3. Engagement Classification
1. Employees who go the extra mile (Extrodinary performers)
2. High Performers of the Organization (High p)
3. Employees who need attention (Mid p)
4. Lagging Employees of the Organization (Low p)
<!-- 1. Class 1 Highest contributors
Most active people in the org (leaderboard)
3. Contributors with intensity
Top High quality comments
(temp based on length/ most reactions received)
4. Class 2 who need attention
5. Class 3 employees who are a burden -->
- Standard (for employees)
1. Easy way to stand out org level
2. Proof of achievement for promotions
3. Develop capabilities, fix mistakes, improve productivity
<!-- 1. What position am I in compared to my peers
Rank in org, Rank in team (*helps in motivating*)
3. Who is the highest and the lowest contributor in my team
4. How many Feedbacks am I giving and how many am I getting
Feedback frequency (*streak*)
6. Is my feedback valued? -->
2. Votes (*know whats happenning*)
## Formulas
1. Dashboard which shows elements according to Profiles
- Administrator (for cto and managers)
### 1. Engagement Metric
#### 1. Team Score:
Intra team: Votes done to mates within the team
# inputs
teams = [t1, t2, ... tn]
attended_counts = [a1, a2, .... an]
actual_votes = [v1, v2, ... vn]
# output 1 (team level)
ideal_votes = [a1 * (a1-1), a2 * (a2 -1), .... an * (an-1)
# output 2 (team level & org level scores)
team_scores = [v1/ideal_votes[1], v2/ideal_votes[2], ... vn/ideal_votes[n]]
#### 2. Org Score:
org_score = sum(actual_votes)/sum(ideal_votes)
<!-- #### 3. Inter Team Score:
Inter team: Votes done to mates in other team.
```python
def calculate_inter_team_score(actual_votes, ideal_votes):
"""
Calculate the Inter Team Score based on actual votes, ideal votes, and attendees.
"""
return round((actual_votes / ideal_votes),2 )
def t1():
t1_actual_votes = 3
t1_attendees = 4
t1_ideal_votes = t1_attendees
t1_inter_team_score = calculate_inter_team_score(t1_actual_votes, t1_ideal_votes)
print(f"T1 Inter Team Score: {t1_inter_team_score}")
def t2():
t2_actual_votes = 7
t2_attendees = 5
t2_ideal_votes = t2_attendees
t2_inter_team_score = calculate_inter_team_score(t2_actual_votes, t2_ideal_votes)
print(f"T2 Inter Team Score: {t2_inter_team_score}")
def t3():
t3_actual_votes = 20
t3_attendees = 20
t3_ideal_votes = t3_attendees
t3_inter_team_score = calculate_inter_team_score(t3_actual_votes, t3_ideal_votes)
print(f"T3 Inter Team Score: {t3_inter_team_score}")
t1()
t2()
t3()
```
#### 4. Inter Team Org Score:
Sum of inter team votes to attendence of employees
org_inter_team_score = sum(ideal_inter_team_vote)/ sum(org_attendees) -->
### 2. Engagement Classification
1. Employees who go the extra mile (Extrodinary performers)
- Emp who give feedback to *all their team mates* and **employees in other team**.
2. High Performers of the Organization (High p)
- Emp who give feedback to *all their team mates*.
3. Employees who need attention (Mid p)
- Emp who give feedback to *more than 40% of team mates*.
4. Lagging Employees of the Organization (Low p)
- Emp who cant give feedback to *atleast 40% of their team mates*.
## Design
### 1. Org Score
**Main goal: Get employees to give feedback more**
Principle:
1. What does the feature mean?
Explaining the feature in a few words.
2. What is the best case number range mean?
What does the range indicate about organization?
2. What is the best case number range mean?
What does the range indicate about organization?
#### Implementation(represent these things in UI)
1. Org Score
The score indicates how healthy the feedback system is implemented to the root of culture.
##### Score indicators:
0-35 **Critical**:
- Employees execution is slow due to a few or more not interested in developing others.
36-80 **Attention Required**:
- Employees are not doing bad or great, they need attention
81-100 **High performing**:
- Employees are continously developing each other, most of the employees are determined in winning.
##### Org Score graph
Show the number.
2.
<!-- 1. Who is not voting everyday? along with manager name
*Reason:* This will show in the front face on login, and the manager will need to address this issue, else it be a bad remark on the manager.
2. Top 5 contributors for org score of the day? along with manager name
*Reason:* This will again push the manager to see his team mates come in the top.
2. 3 Best Manager and his contribution to org score.
*Reason:* This will be appreciating the manager's work in the feild.
Where his team stands. -->
## Side quest: Speed up APIs
1. Ensure Up time of fb_backends, it should never go down,
frequently the BE is going down and making us clear RAM and Memory in Kube-Nodes. One time fix to keep it alive always.
3. Profile_performance: 6sec
4. Org_activity: 8sec
5. Repetition of API calls in Feed
4. Vote: 9sec
5. Attendence
## Reaction to vote
1. Receiving reactions, adding reactions not working.
## Humanized Numbers
1. Human readable votes 25450 -> 25k
---Ignore below---
```
## Attendence Feature
1. Proper quick stats of the week and monthly view
4. Filter API needs to use the feedback-one-users API
Deactivated users are showing up in the page.
https://feedback.hexmos.com/kfilter
5. 
A common filter component as this is crucial for the UI
Needs redesigning.
6. Update the Feedback marketing page with the one main feature
hexmos.com/feedback
```
---Ignore below---
```
## 1. Fweb Gitlab Integration
1. Most APIs and UI is ready,
once we finish this MR reviewers get awarded.
## 9. Generic Licence Renewal system for All Apps
## 10. Google Signin Broken in FWeb purchase Wizard
## 4. Fweb Streak
1. Show whole streak of the year.
2. Modify UI/ API to handle this.
## 5. Permissions and Access
1. Based on the permission set show the comopnents in UI.
2. Control login/access features based on permissions
## 6. CRUD operations for Title management
1. Titles UI are static as of now need.
## 7. Convert the Profiles and Permission UI to the new UI
Like this
## 8. Convert the licence UI to the new UI
Like this
```
```
"Me and my team should do X everyday"
Your IDEAL STATE - you want to take their org is -
"Everyone votes to everyone else in each team in the org every single day"
That is the practical policy
If he buys that - then he will want the software
If he doesn't buy that statement, then he will not want the software
Practically he can check:
N number of people present in org
X1, X2, ... XN number of people in each team
Y number of votes today
Z number of "ideal votes"
How compliant is my org? How engaged is my org? Are they sleeping?
If they cannot even give 1 feedback a day, how much will they contribute to org?
So for any given org:
How many attendend?
What is the ideal, expected number of votes?
What is the actual number of votes?
actual/ideal = real engagement rate
ideal - actul = number of people SLEEPING in the org
SLEEPING people don't make money
😄
So our software will:
Identify - who all is sleeping. Despite taking attendance, who is not really interested? It will say
If you remove them, you'll save money, projects will move faster
Identify - who is very active. It will say - who you should promote
Just based on 1 number
So our software does attendance, but goes beyond it
It gives a detailed measure of real engagement
If you don't care about your team mate, you don't contribute, you don't ocmment, you don't say anything
And this is how projects die
shrijith — Today at 8:56 PM
In a way - feedback tells the leader - how many actual serious contributors exist within the org
shrijith — Today at 9:03 PM
Another thing - you don't sell the software, you are selling this sort of logic
If they buy your logic, then the software will sell itself
The logic is purely numbers:
I have 100 people, I have 10 teams each. How many votes am I supposed to see today ideally (some number).
How many am I seeing in practice?
That's your number of awake people
Either through training, you should upgrade & wake 'em up
Or you ain't hitting your targets anytime soon 😄
And our software helps him make these decisions:
Who is awake?
Who is interested?
Who is deadweight?
Who needs training?
Who is not progressing?
Who to train, who to fire?
All these questions can be practically answered via FB
(to a large extent)
```
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