Staff feedback

Feedback is a powerful management process. If used effectively, maintain or improve the production of your employees and in turn improves the overall performance of the organization. Employees want to know because it helps them learn about themselves and their achievements. To ensure effective feedback positive or negative, these guidelines consider ...

1. Send feedback always.

Whether informal, on-the-run comments or formal performance evaluations will be less traumatic feedback
and effective on the whole time with. Continuity of coverage is important.

2nd Provide immediate feedback, if possible.

Feedback will be to maximize the impact, if given the behavior, while fresh in the two parties. The most powerful feedback is given if you catch someone actually is right or wrong. Delayed feedback will only be made if it would mean that the worker to another embarrassment, or if you need more information.

3rd Be brief.

The more precise you can be of several examples, the more feedback says. For example, it would have been inappropriate to tell an employee to "let your manners much to be desired. But if the person I was told," I am in the morning at the committee meeting were disappointed when you spoke, as I said, the person can take any specific action to correct this behavior.

4th Descriptive not judgmental.

Describe the behavior in relation observed, rather than using emotional, subjective assessments language. Check with the observable fact that the employee "failed four times last month. Do not use words like" lazy, sloppy, irresponsible "(although you might like). Labeling and character attacks only exacerbate the situation. Such judgments are only your opinion anyway, you may be wrong!

5th Focus only on things that can be changed.

There are things about which an employee can not be changed, such as personality, or physical characteristics, intelligence, speech, shyness, left-handedness, and poor complexion. So do not focus on such aspects, if they somehow affect the environment. Instead of concentrating on areas where changes can be made out, style, clothing, disorder in the workplace, or behavior.

6th Adjust the feedback to individual needs.

Individual workers to in their view of feedback. Most people appreciate the positive feedback, as artists generally like a good deal. Some people are scarred for life by the negative feedback, while others just keep rejecting all views, if one of them is negative. They must learn how to customize the content and timing of feedback to the individual and situation.

7. Try not to mix positive and negative messages.

If you give negative feedback, not sandwich it between the positive opening remarks and glowing statements recognizing the end. This technique only weakens the importance of negative messages and sometimes mixed and confusing signals to the employee.

8th Ensure that feedback is always constructive.

When used as a weapon and not as a tool to improve performance, feedback can be very destructive. Both sides should view negative feedback as an important part of performance improvement and ongoing review. This is the concept of "feedforward" is to get new life as a performance review tool. Unlike feedback, the staff, which includes evaluation of past performance, will help link up prospective employers situations and problems to anticipate.

9th And do not forget ...

- View feedback as an encouragement. Whether you give constructive criticism or positive reinforcement, your message should read: "I know you can do better and that you do it better, and I know I can help you do better." In this way, when people hear from you, especially if your feedback shows progress and growth, they will be motivated and encouraged.
- Check that the employee actually hear. Feedback is not wasted feedback.
Sure - you take the feedback is perceived. If necessary, check to see.
- Protect against any hint of "I am better than you" syndrome, which communicates your superiority in knowledge, wisdom and power.
- Do not ask an employee to get feedback. It is easier to feed a hungry man.
- Require that the objective feedback. Not communicate when you are upset, angry or hurt.
- Give the employee the opportunity to discuss the issue and examine how the problem could be further amended. Finally, it is, feedback part of the learning of the employee.
- Use the information as an opportunity to get feedback on himself. The process is facilitated if
They show that you are open feedback.
- And finally, to give or receive feedback, reflect on why Ken Blanchard, in line with established commercial, think ... "Feedback is the breakfast of champions."