RESUMEN
Our study evaluates the impact of feedback sent to specialists participating in eConsult services. eConsult Specialists from two eConsult services in Ontario, Canada, received feedback on their use of eConsult via bi-annual specialist reports. An 11-item survey was developed to evaluate the impact, content, and distribution process of these specialist reports. We distributed 742 specialist reports in March 2021 and surveyed the specialists in July 2021. Our findings show that specialists largely felt that the feedback received validated their efforts (83%) and that receiving the report made them more likely to continue to participate in the eConsult service (59%). Most did not feel judged (74%) or distressed (79%) by the reports, and 72% said that reporting the median self-reported billing time did not impact their own billing times. Overall, eConsult services can capture, report and aggregate data valuable to specialists and is useful for Continuing Professional Development. Benefits and lack of risk implementing this type of feedback should encourage other services to consider similar processes.
RESUMEN
Employee surveys are often used to support organizational development (OD), and particularly the follow-up process after surveys, including action planning, is important. Nevertheless, this process is oftentimes neglected in practice, and research on it is limited as well. In this article, we first define the employee survey follow-up process and differentiate it from other common feedback practices. Second, we develop a comprehensive conceptual framework that integrates the relevant variables of this process. Third, we describe the methods and results of a systematic review that synthesizes the literature on the follow-up process based on the conceptual framework with the purpose of discussing remaining research gaps. Overall, this paper contributes to a better understanding of the organizational and human factors that affect this process. This is useful for practitioners, as it provides guidance for the successful implementation of this human resource practice. For example, research suggests that it is important to enable managers as change agents and to provide them with sufficient resources.