Performance Feedback
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| It has always been great when my employees are doing great work, and they are easy to get along with. True, you don’t have to like everyone you work with. And the fact of the matter is that I’ve had employees that don’t always speak positively and are quick to point out my mistakes. One of these I’ll call “Bob.” At performance feedback time, I praised him for the well-done projects against his goals. I gave him an opportunity to talk about his obvious concerns, and we agreed on what needed improvement. In the end, he felt that he could do better if some fairly minor changes were made. He didn’t get the highest possible ratings, but he felt like I was in his corner. He expressed sincerity in doing an even better job next year so his ratings would be higher. |
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| In contrast, I’ve had employees that I shared common interests, hobbies, and work values. One such employee who I’ll call “Jeff” got along well with his peers and was well-liked. Out of the gate, Jeff was a great producer, but as the year went on he started to procrastinate and to turn in work which was incomplete. I considered Jeff a friend, and at first our conversation was painful. Sticking to what I knew to be good practices of performance feedback, I spent time reviewing the areas in which he did well, but also pointed out the areas where he could improve his performance. In the process, he told me about his frustrations with the way his work was organized. We talked openly about what we could do to improve the situation. I asked him if he thought that would make a positive impact on his performance. He indicated it would. We agreed on a plan, he said he felt more motivated, and neither one of us left the meeting with bad feelings. |
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| The truth is that we all want to know how we’re doing. But, it isn’t about how much you like an employee or have in common with him or her. Nor is it about how much a supervisor likes you. Performance feedback isn’t meant to hinder progress, but to put a process in place that will help improve performance and maintain good team relations. |
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| Secondly, the performance feedback process needs to be collaborative in order to be successful. If you and your employee can see a situation from the same point of view, it is easier to agree on what needs to be improved and how to do it. In my experience, this process doesn’t have to be about pain to achieve gain. |
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| So how do you do this? |
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You’ve got to have a systematic, fact-based approach to performance improvement. And the feedback has to be focused on behaviors so that that your discussion is of quality and value to the employee. It takes the emotions out of the process. Falling out of a quality discussion could mean a feedback session turning ugly. |
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Providing Performance Feedback (PPF) is a program that shows managers and supervisors how to work through a logical process that maintains relationships with their employees. This is critical to the success of the department and ultimately the organization.
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After learning the PPF process your managers and team leaders will be able to:
- Base assessments on facts and behavior.
- Assess performance.
- Use positive feedback to motivate team members.
- Gain team member agreement with the assessment.
- Gain team member commitment to the change needed to improve performance.
Performance feedback is one of the most difficult issues managers face. Using the above approach will help even experienced managers give more open, effective, and consistent appraisals. The bottom line is a more positive and productive environment. |
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| This module shows the way evaluation is done by the experts. First, relevant performance standards are established. Then the team member's own performance evaluation is solicited. This accomplished, the stage is set for a summary evaluation that will be clear and credible to the team member. |
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| For more details click here. |
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