BUZZER feedback point “Too little feedback”
“In one of our plant warehouses, uncertainty arose due to many new colleagues, job rotation and my new role as team leader. There was too little feedback – employees often did not know what was going well or where they could improve. The labels on the cheese crates also caused major problems, as they did not adhere properly and errors occurred as a result.”
Solution:
“Today, we address praise and criticism more directly and more regularly. Shopfloor boards, annual reviews and increased team exchange support this. Employees and trainees receive more targeted feedback. As for the labels, despite testing there are still no satisfactory results, but we remain committed and continue working on a solution.”
BUZZER feedback point “Incomplete onboarding”
“Due to many new colleagues and job rotation, onboarding was incomplete. Tasks were often carried out incorrectly or not fully, mostly due to a lack of knowledge. Experienced employees lost track of who had already been instructed on what.”
Solution:
“The teams created shared task and guidance lists for each area. These support structured onboarding and provide new employees with clear orientation and a helpful memory aid.”
BUZZER feedback point “Insufficient flow of information”
“At the Erfurt site, the flow of information between managers and teams was not clearly defined. Expectations were sometimes unclear, recognition was not expressed visibly enough, and important topics got lost in the daily rush. As a result, transparency, personal responsibility and a shared understanding of leadership tasks were lacking. The consequences included limited participation, fewer constructive discussions and a weaker relationship of trust.”
Solution:
“With the introduction of structured communication formats - daily 8 a.m. meetings, a weekly 10 a.m. leadership meeting and fixed one-to-one time slots for managers - a clear and continuous flow of information was established. Regular one-on-one conversations strengthened trust, appreciation and mutual respect. These measures significantly improved clarity of expectations and perceived recognition. Teams now participate more actively, engage in more open discussions and independently develop suitable communication formats. I consciously delegate responsibility and promote a culture of transparency and self-organisation.”
