Writing Constructive
Feedback - Section 3
Included in this section: Two
Types of Performance Feedback | Guidelines
for Administering Feedback | Feedback
Examples One of the most important reasons
we complete an Annual Performance Review is to provide our employees
with accurate, specific feedback on their performance. As a manager,
you are responsible for providing performance feedback not only in the
review, but also throughout the year. In an appraisal discussion, you
can provide two types of performance feedback. We will expand on both
in this tutorial.
1. The purpose of positive performance feedback is to recognize and
encourage good performance.
2. The purpose of critical performance feedback is to help employees
better understand the steps they can take to improve their performance.
As you plan for the upcoming appraisal process, keep in mind the following
guidelines for administering performance feedback:
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EFFECTIVE FEEDBACK IS |
EFFECTIVE FEEDBACK IS NOT |
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Direct |
Ambiguous or misleading |
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Prompt / Timely |
Delayed for any amount of time |
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Intended to develop the employee |
Hostile, belittling or condescending |
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Forthright |
Withholding feedback because
it is uncomfortable to deliver or hear |
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Honest |
Misleading or obscure |
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Complete |
Based on incomplete
data or rumor
Limited to the last few weeks of performance
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Balanced |
Focused solely on what the employee has done wrong, or limited
to areas for improvement |
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Specific and descriptive |
Broad generalities: "Not a team player" |
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Behavior-based |
Based on speculation about
motive or intent. |
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Directed to things the employee can change |
Directed to things that are outside of the employee's control |
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Focused on results achieved |
Focused on efforts expended |
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The problem with a lot of performance feedback is that it's "fuzzy." In
other words, it's vague, misleading or incomplete. Feedback is useful
only when it is clear enough to allow an individual to target areas for
improvement, or on key performance strengths. Consider the following
examples:
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FUZZY
FEEDBACK |
EFFECTIVE
FEEDBACK |
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Expectation:
Initiative |
Rating: Absent |
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"Pat just doesn't seem to care about doing a quality job." |
"The quality of material produced on the project fell significantly
short of our performance standard. The final document contained
ten typographical errors, three spreadsheets were calculated incorrectly
and the document was delivered one week late with no communication
or problem solving regarding the delay." |
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Expectation:
Building Trust |
Rating: Learning |
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"Pat needs to 'get the lead out' and move faster." |
"Pat has been having a difficult time meeting deadlines for
our project status reports. He needs to have his reports complete
and e-mailed
to the team by noon each Wednesday. He has missed this deadline
by up to four hours, three times during the past two months." |
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Expectation:
Communication |
Rating: Doing |
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"Pat is a pretty good communicator.” |
"He often proactively adds
agenda items to our team meetings informing us of pertinent issues
such as customer service perceptions and possible
scheduling problems. Consistently communicates clearly and concisely
in his monthly e-mail team updates." |
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Expectation:
Teamwork |
Rating: Excelling |
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"Pat gets along really well with the other members of our
team." |
"Pat is extremely well-respected by the other members of our
team as someone who is willing to assist others when they need help.
In addition, during the past two months Pat has volunteered to
help with the training and orientation of Jessie, the newest member
of our team. Pat has also taken on significant responsibility helping
test and launch our new website." |
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