CSI Performance Management System

Feedback

Feedback is one of the most important ways people learn. In the workplace, employees need regular feedback to adjust their performance. Two-way feedback is critical.

Feedback comes in many forms, from subtle to obvious. It is easy to overlook less obvious forms. Consider the following: verbal comments, non-verbal gestures and cues, letters and memos, 'strike-throughs' and corrections on written work, salary increases, silence, appraisals, criticism, certificates, email, group praise, and 'drop-in' visits. All of these are forms of feedback.

Ninety-three percent of communication is based on non-verbal cues. Only seven percent of the meaning is based on the words people use. Body language can speak volumes.

Leadership effectiveness is dramatically affected by giving, asking for, responding to, and following up on feedback. Understanding types of feedback is the first step in making feedback more effective. Ask yourself the following questions:


Feedback

Meaningful Feedback

Feedback should be meaningful in order to reinforce, improve, and adjust performance. Feedback is meaningful when it is:


KeysRemember...

Communication is the key


Types of Feedback

Prepare by reviewing performance standards and goals, thinking of specific examples of the behaviors you will be discussing, and identifying the specific job behaviors you wish to see as a result of your feedback. Good feedback doesn't just happen, you must prepare! Always ask yourself, "As a result of this feedback, what do I hope to see happen?"

There are several types of feedback. The two types most commonly used in performance management are:

  1. Reinforcement of behaviors -- job-related behaviors that contribute to organizational goals.
  2. Redirection of behaviors -- job-related behaviors that do not contribute to organizational goals.

To reinforce, recognize, or appreciate behaviors the following is an example of a script may be used:

"I was impressed (verb)

with how you designed a new expense reporting system (behavior)

which cut the check processing time in half (impact)

and I have noted it to the Director." (appreciation)

To redirect or adjust behaviors the following is an example of a script that may be used:

"I am concerned (pause/listen)

because I noticed that you are coming one half hour late three days a week (pause/listen)

and that means work slows down and the staff morale is low (pause/listen)

what is needed is for you to be here by 8 a.m. daily (pause/listen)

and I would like to talk about ways we can make that happen." (pause/listen)


The Value of Feedback

Remember, feedback is best when it is based on:

When delivering feedback: create the right environment; watch for the need for privacy; and eliminate interruptions. 

If you are not getting feedback, ask for it! It's a great idea to ask the employee to suggest actions, solutions, or ideas to resolve issues or concerns. Then, set a follow-up meeting to reinforce agreements, check progress and to test those agreed upon action(s) to check if the outcome, actions, or agreements are working as originally planned and anticipated and to see if it is being carried out as instructed or as agreed. This creates accountability.


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