September is Performance Management Month: First Up - Giving Performance Feedback

Document created by 1049487 on Aug 26, 2015Last modified by 1049487 on Oct 12, 2015
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Tom_Sheehan_news.jpgWe continue to dedicate each month to a new Learn and GO topic. This month's focus is on Performance Management. Take a moment to review the Performance Management content on myCAI. Also, for a deeper dive into the subject, you can view the recent Performance Management: Webinar.


Now, let's jump into the topic of how to give performance feedback.


Performance Feedback Timing

When do you give an employee feedback for a performance effort worth acknowledging?

The answer is… as soon as possible. Feedback is meant to be given in real-time, as close as possible to when the performance incident occurs so that the events are fresh in everyone's minds. When feedback is given well after the fact, the value of the constructive feedback is lessened.

When giving negative feedback, you may want to apply a different timeline… as soon as you are ready.  Sometimes when an incident happens, you need a ‘cooling off’ period before giving negative feedback. By holding off giving the feedback until tomorrow, it is still timely, and your feedback will come across as far more constructive.

Feedback Frequency

How often should your employees receive constructive feedback on their performance?

Use constructive feedback regularly to acknowledge real performance. Catch and respond to employees doing the job right just as much as you catch and respond to them doing something not quite right.


Other Feedback Guidelines:


Give the feedback person-to-person, not by e-mail.

  • The nature of constructive feedback is verbal and informal. That can be done only by talking live to the employee, either face-to-face — or by phone when you physically can't be together.


Be direct when delivering the message.

  • Get to the point and avoid beating around the bush. Both negative and positive feedback should be given in a straightforward manner.


Be sincere and avoid giving mixed messages.

  • Mean what you say, and say it with care and respect. Mixed messages are referred to as "yes, but" messages. For example, "John, you have worked hard on this project, but "...


In positive feedback situations, express appreciation.

  • Appreciation alone is praise. When you add it to the specifics of constructive feedback, your message carries an extra sincerity.


In negative feedback situations, express concern.

  • A tone of concern communicates a sense of importance and care and provides the appropriate level of sincerity to the message. Harsh tones such as anger, frustration, disappointment, and sarcasm tend to turn attempts at negative feedback into criticism. The content of the message gets lost in the noise and harshness.

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