Workbook - How to Give Effective Performance Feedback to Employees
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HOW TO GIVE EFFECTIVE PERFORMANCE FEEDBACK TO EMPLOYEES Participant Materials Copyright 2007, Rockhurst University Continuing Education Center, Inc. PRESENTED BY ROCKHURST AUDIO CONFERENCE SERIES, A DIVISION OF ROCKHURST UNIVERSITY CONTINUING EDUCATION CENTER, INC. 1107
description
How to Give Effective Performance Feedback to Employees
Transcript of Workbook - How to Give Effective Performance Feedback to Employees
HOW TO GIVEEFFECTIVEPERFORMANCEFEEDBACK TOEMPLOYEES
Participant Materials
Copyright 2007, Rockhurst University Continuing Education Center, Inc.
PRESENTED BY
ROCKHURST AUDIO
CONFERENCE SERIES,
A DIVISION OF ROCKHURST
UNIVERSITY CONTINUING
EDUCATION CENTER, INC.
1107
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Participant Notebook
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Worskhop Agenda
1. Three things to keep in mind about performance
2. What performance reviews really are and why we have them
3. Why giving the right kind of feedback is critical
4. Myths about performance reviews
5. How often to give performance feedback
6. Essential steps in dealing with issues
7. Documentation
8. Underutilized methods
9. How to communicate both positive and negative feedback
10. How to open up clogged lines of communication for a two-way give and take
11. Top five most common feedback mistakes and how to avoid them
12. Kinds of feedback that will eliminate stress of the annual performance review
13. Tips for success
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Participant Notebook, continued
Three Things to Keep in Mind About Performance
1. It’s all about performance
2. Performance is not personal
3. Performance is not accomplished in a vacuum!
What Is a Performance Review and Why Have Them?
1. Improves performance
2. Improves morale
3. Rewards past performance
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Why Giving the Right Kind of Feedback Is Critical to YOUR Success as a Manager
1. Legal issues
2. Skills and training issues
3. Confrontational avoidance
4. Reflection on self
5. Procedural
6. Organizational
Myths About Performance Reviews
• Appraisals aren’t expected
• Appraisals aren’t fair
• Appraisals aren’t balance
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How Often You Should Give Feedback
Should You Set Up a “Feedback Schedule”?
The key to performance assessment, evaluation, and feedback is to focus on observablebehavior and make it timely.
1. Essential steps in dealing with an issue:
a. Issue identification
b. Allow employee embracement
c. Enable the employee to develop a solution
2. Your feedback schedule
Feedback must be:
1. Current
2. Behavior driven
3. On the spot
4. In reality____________________________________
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The Tool Most Managers Underutilize When Setting Up Performance Goals
Six Documents You Must Have in Your Evaluation Toolbox
1. Resume
2. Coaching Statement
3. Performance Review
4. Reprimands
5. Awards
6. Certification
Two Underutilized Methods
• Coaching
• Counseling
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How to Communicate Both Positive and Negative Feedback
In a way that inspires your employees — not derails their productivity and morale
1. Keep it objective.
2. Make it timely.
3. Be clear and specific.
4. Sincerely express your appreciation.
5. Do not be personal.
6. Watch absolute words and clichés.
7. Document.
What to Avoid When Communicating
1. “Psychobabble”
2. Inappropriate word usage
3. Body language
4. Rumors
5. Location
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Documentation
What You Should Document During Feedback Sessions
1. Attitude
2. Skills
Preparation for Feedback and Associated Documentation
• Clarify the results expectations of the job; focus on output.
• Gain agreement on performance.
• Agree to goals.
• Agree on a measuring scale.
• Highlight discussion for future conversation.
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Participant Notebook, continued
How to Open Clogged Lines of Communication for Two-Way Give-and-Take
• Meet monthly
• Observable behavior
• Observation of appropriate behavior
• Reward stellar performance
How to Measure an Employee’s Progress for Follow-up Sessions
• Focus on behavior and evidence.
• Clarify measurements (ex. Number of times a phone can ring before it must be answered).
• Coaching process: Coaching is used to help solidify performance and offer support toimprove performance.
• Counseling process: Counseling is the reactive, structured approach implemented whenan employee is performing below acceptable standards.
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The Top Five Most Common Feedback Mistakes and How to Avoid Them
1. Leniency issues
2. Halo effect
3. Recent issues
4. Pitchfork
5. Exaggerated communication
Why These Kinds of Feedback Sessions Will Virtually Eliminate theStress of the Annual Performance Review for You and Your Employee
“Open dialogue enables the employee to undertake risks and receive rewards based on theirknowledge of acceptable organizational policy”
— Stevens
Real-World “Life Scripts” to Help You Know What to Say — and Avoid Saying — During Feedback Sessions
Acceptable
• You sat there while the phone rang and did not answer it.
• Your sales reports are 10 days overdue.
• Mary the service manager states that you have missed her last two staff meetings.
Unacceptable
• You don’t like to talk to people on the phone.
• Your sales reports are incorrect, sloppy, and lack analytical skills.
• Your disrespect of Mary is rude and inappropriate.
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Participant Notebook, continued
Performance Evaluations Are Effective When …
• Standards are set to achieve individual and organizational goals.
• Individual can offer a contribution.
• Manager and employee can openly communicate to achieve objectives.
• Coaching and counseling are used to assist.
• Individual is self-directive.
• Organization regularly assesses talent and aligns with strategic orientation.
• Individuals are rewarded on successes.
Tips for Success
• Use coaching when needed.
• Feedback is central and often.
• Base feedback on observable behavior.
• Use counseling if necessary.
• Individual is an integral part of goal setting and ongoing evaluations.
• Use evaluations to inform, guide, and assess talent for organizational success.
• Evaluations are timely, balanced, nonjudgmental, and treat talent as assets!
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Recommended Resources
Audio CDs
The Art of Being Assertive
Communicate With Confidence
Effective Coaching
How to Handle Conflict and Confrontation
How to Handle Difficult People
How to Manage Projects, Priorities & Deadlines
Mastering the 7 Habits (4-program set)
Money Mastery (with CD-ROM)
Motivation and Goal-Setting
The Power of Persuasion
Manuals
Finding and Hiring the Right People
Learn to Listen
The Manager’s Role as a Coach
Negaholics™ No More
Think Like a Manager, Third Edition
Books
101 Sample Write-Ups
3003 Ideas in a Box (3-volume set)
Discipline Without Punishment
Fair, Square, and Legal
Lifescripts (with CD-ROM)
To order resources, call Customer Service at 1-800-258-7246, or visit our Web site at www.NationalSeminarsTraining.com
BonusMaterials
Dear Customer,
You are a valued customer and to say “thank you,” we haveincluded the following as a bonus for you. We believe you’llfind it helpful as a job aid or to further your knowledgebeyond today’s broadcast.
Thank you,
Susan EnyeartDirector, Curriculum Development
1107
Bonus Materials:
HOW TO GIVEEFFECTIVEPERFORMANCEFEEDBACK TOEMPLOYEES
Copyright 2007, Rockhurst University Continuing Education Center, Inc.
PRESENTED BY
ROCKHURST AUDIO
CONFERENCE SERIES,
A DIVISION OF ROCKHURST
UNIVERSITY CONTINUING
EDUCATION CENTER, INC.
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How to Give Effective Performance Feebback to Employees
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Top Ten Dos and Don’ts for Giving Feedback That Gets Results
Top Ten Dos for Giving Feedback
1. Be straightforward, specific, clear, and concise when giving positive and negative feedback.
2. Make feedback timely to the event or situation.
3. Link behavior feedback to department or corporate goals — get them to see the “big picture.”
4. Discuss alternative solutions to problems.
5. Develop an action plan for change — being specific about the changes needed in behavior.
6. Be tactful and respectful of the other person at all times.
7. Give criticism in private — never in public.
8. Ask open-ended questions to explore the situation.
9. Listen to the other person’s rationale, reason, or explanation.
10. Direct your comments to behaviors that the person can change.
How to Give Effective Performance Feebback to Employees, continued
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Top Ten Don’ts for Giving Feedback
1. Be vague with either positive or negative feedback — “super job”
2. Make assumptions or prejudge the person or situation
3. Always praise in public — praise both in public and private.
4. Exaggerate by using such words as “always,” “never,” or “extremely.”
5. Use qualifiers, such “somewhat,” “sort of,” or “kind of.”
6. Give feedback through e-mail messages, over the telephone, or in notes to the person.
7. Fail to follow-up at a later time, for either positive or negative feedback — give a progressreport or have a progress conversation with the person.
8. Wait too long after the event or situation to give feedback — the closer in time thefeedback is to the event the more effective the feedback.
9. Give feedback only when it is negative — give both positive and negative feedback to theperson on a regular basis.
10. Show negative emotions (anger, outrage) when giving feedback; instead, state feelings ina businesslike manner.
