Read feedback analytics

What this achieves

Feedback analytics answers two questions: whether a given cycle collected enough to be worth reading, and whether the feedback programme as a whole is alive. It reports on participation and ratings, not on individuals’ performance.

Required role: Administrator.

Steps

1. Go to Feedback & 1:1s → Analytics.
2. Choose a cycle from the Cycle: selector.
3. Read the cycle figures and the Rating Distribution.
4. Read Score by Department.
5. Check Low Participation for participants with too few responses to draw on.
6. Scroll to Company Dashboard for the programme-level view.

Cycle figures

Option	Description
Total responses	How many responses the cycle collected.
Avg response days	How long reviewers took on average.
Min response days	The fastest response.
Max response days	The slowest.
Average rating	The mean rating across the cycle.
Rating Distribution	How ratings spread across the scale.
Score by Department	Average overall score per department.

Company figures

Option	Description
Active cycles	Cycles currently running.
Participation rate	Share of people taking part.
Continuous feedback	Volume of day-to-day feedback outside cycles.
Check-in completion	How reliably one-to-ones are being completed.
Declining Scores	People whose scores have fallen across cycles.

Low participation is the figure that decides everything else

Low Participation lists participants with fewer than three submitted responses. That is the line below which a result is one or two opinions with an average sign in front of it.

Read this list before you read anyone’s result. A person with two responses has a number, and it means far less than the number itself suggests.

Example: an HC Corp cycle averaging 4.1 across the company can contain several people carried by two reviewers each. The company average is sound; those individuals’ results are not, and treating them the same is how a thin sample becomes a decision.

Rating distribution tells you whether reviewers discriminated

A distribution clustered on one point means reviewers gave nearly everyone the same answer. That is a common outcome and it makes the cycle almost useless for telling people apart, whatever the average is.

Example: if most HC Corp reviewers answered 4 on a five-point scale, the cycle has recorded that reviewers avoid extremes. It has not recorded who is performing differently from whom.

Where that happens, the fix is in the template and the scale — labelled points that describe real behaviour — rather than in this page.

Small departments again

Score by Department is safe to read for Engineering at 34 and Sales at 21. Finance at 9 and People at 6 are small enough that a departmental average is a short step from individual ratings, particularly when combined with anything else on the page.

Apply the same minimum you set for survey reporting, and apply it to the departments that score well as well as the ones that do not.

What happens next

Use participation to decide whether a cycle can be acted on and whether the next one needs a different reviewer mix or a longer window. Use the company figures to see whether the programme is running at all — a healthy continuous-feedback volume and check-in completion rate matter more between cycles than any single cycle’s average does.

Related

• Track and close a cycle
• Run a bias report
• Read team health
• Setup Considerations: 360 cycle design