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Providing Effective Feedback to Employees

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Allison Allison

on 6 August 2014

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Transcript of Providing Effective Feedback to Employees

Providing Effective Feedback to Employees
Adler, R.B., Elmhorst, J., and Lucas, K. (2013). Communicating at work
(11th ed.). McGraw-Hill. [Kindle Version]. Retrieved from Amazon.com.

Heathfield, S. M. (n.d.). Phrases for performance reviews and other
difficult conversations.
About.com Human Resources.
Retrieved from http://humanresources.about.com/od/performanceappraisal/qt/phrases-for-performance-review.htm

McEwen, B. (n.d.). Giving effective feedback. [Web log post]. Retrieved
from http://www.givingeffectivefeedback.com/giving_effective_feedback.html

~ Helpful Phrases ~
Avoid direct criticism.
"You did this wrong."
"That was stupid."
Don't just focus on employee weaknesses.
Don't beat around the bush.
Don't wait till annual reviews to reflect on negative feedback.
Don't be judgemental.
Don't assume because you're the manager you're right.
• Build a positive relationship.
• Be a good listener - promote communication.
• Give praise on good performance.
• Communicate regularly - provide an agenda.
• Expect cultural differences.
Know those differences and cultures.
• Understand that all are working for same goals.
"I've been looking forward to your review because your performance is outstanding. You have exceeded your job expectations in these ways..."
"You're performing well and meeting your job requirements. You have the opportunity to improve your performance and position yourself as an outstanding contributor. To do this, these are the areas that need your attention..."
"Your performance qualifies you for a raise because you are successfully carrying out your most important job requirements. There is opportunity for growth; I'm here to help you succeed, so let’s talk about the areas in which you have the greatest potential."
"I've been thinking about your goal to earn the largest possible pay increase each year. Currently you are meeting your job requirements, so you will need to improve your present performance to accomplish your goal. I have some thoughts about areas we can address."
"We’ve discussed your performance during our weekly meetings, and I'm concerned that it is not improving. It’s time to talk about a plan of action because all employees are expected to perform, at a minimum, their job expectations."
"I look forward to being able to confirm that your performance is meeting minimum job expectations. In order for me to do that, I must see improvement in these key areas (list 1-3 specific areas). Let's put a plan into place today and meet frequently to assess your progress."
When an employee does not understand what you are trying to communicate:
avoid repeating the same words over and over again
use different approaches to get your point across
"I'm open to any questions that might help clarify our discussion."
"I want to make sure we are on the same page. Please tell me what you understand about our conversation."
"I know you disagree with my assessment, but the feedback I have received from your coworkers, team members, and other managers is consistent with my observations. I'd love to alter my assessment; in order for me to do that, I'll need to see improvement in these areas over the next few weeks (list 1-3 specific areas). What are the next steps you will take to grow, and how can I support your progress?"
"What do you think I'm misunderstanding about the performance I have observed regularly this quarter?"
"Let’s make a plan together outlining your process of improvement. I will provide frequent feedback so we can address any problems that occur along the way."
"Let's both take time between now and Thursday to come up with plans to make these improvements. On Thursday, we'll meet to review our thoughts and agree on the goals and timelines to put the plan in place."
"Do you agree this is an achievable plan?"
"I'm confident you'll be able to make the changes we discussed today."
"I believe you will be able to make these improvements because you have the talent and skills needed for better than average performance. Don't hesitate to come to me for help if you encounter barriers or feel you will miss a deadline. Let me know if anything is slipping as soon as you are aware of it."
"We have put this plan together. I am confident you will be able to accomplish the needed improvements within the timelines we developed. What do you think? Do you have any concerns we can talk about today?"
"I'm sorry I can't approve a raise this cycle. The basic job expectations we discussed were unmet in these ways: (list 1-3 ways). What might you do differently over the next four weeks to begin meeting these expectations? I want to approve a raise for you. How can I help?"
Outstanding Performance
Meeting Expectations
Poor Performance
Expressing Confidence in an Employee
Follow-up Plan
Plan of Action
Ineligibility for a Raise
Confused Employee
Employee Disagrees
~ Things To Do ~
~ Coaching for Improvement & Development Dialogue
~ Things to Avoid ~
~ Resources ~
• Things to do
~ Providing Effective Feedback ~
• Development dialogue
• Things to avoid
• Coaching
positive relationships
communicate clearly
& regularly
employee weaknesses
team atmosphere
honest communication
Full transcript