Article: Constructive Feedback - A real performance feedback

Performance Management

Constructive Feedback - A real performance feedback

Today with the Gen-Y generation, periodic feedbacks are more crucial than ever before, it is like their life-support system, without its presence they eventually fail to function.
Constructive Feedback - A real performance feedback

“There is no failure. Only feedback.” – Robert Allen

Top performers are always making it to the top because they are consistent in making their best even better. They are believers of continuous improvement. The leadership guru Ken Blanchard has rightly said that “Feedback is the breakfast of Champions”. It's a pragmatic mantra that works in every situation be it corporate performance appraisal, review of a football match or assessments in institutions.

Gone are the days of the past when feedback linked to annual-review was considered a negative, non-enjoyable and a non-participative activity. Today with the Gen-Y generation, periodic feedbacks are more crucial than ever before, it is like their life-support system, without its presence they eventually fail to function. They consider halted or suppressed growth as deplorable.

Feedbacks can be motivating and zeal oriented, if done in the right manner. According to the studies, feedback is a strong factor contributing to employee satisfaction and productivity in an organization. An organization that does not provide a performance review is like moving on a journey without maps or signposts. As per a study conducted, 70% of employees agree that their performance and chances for success in their career would have increased substantially if they were given more timely and constructive feedback.”

Here are 4 P‟s that make "giving constructive feedback‟ systematic and smooth:

1. Prepare: The review process is critical in nature thus it requires careful forethought and planning of the situation. A good analysis of the condition will let clear of any ambiguities related to goal-setting and achievement. A genuine interest one, it is easy to get off track and you can lose control of the conversation. Know exactly what you're going to say and how you're going to say it.. Before you can go ahead in assessing the employee, it is crucial for you to be clear about what you want done and why you want it done.

2. Participative approach: It is vital to make the feedback process engaging to get to the actual performance-tale. The reviewer should express an openness and interest in a conversation leading to view the other side of the coin. Initiating a chat with something like: “Are you comfortable with right now or after lunch? “ And going ahead with: “What‟s your viewpoint on the ABC project?”; the effect is enhanced if it is delivered in a friendly body language and a calm tone. Giving out choices puts the employee in a comfort state and he is actually willing to involve in the process.

3. Positive aspect of the performance: During coaching, it is very common for employees to find something that deflates their enthusiasm. It is the role of the reviewer to fill in that place; but correctly. Mention something notable that the individual did. This puts the person at a comfort level and helps increase confidence in his abilities. It also allows them to vision reaching close to their career goals and helps them to take the right steps in the right direction. To the brain, receiving a compliment is as much a social reward as being rewarded money. Positive feedback to the brain like complementing an individual about „efforts made to a project‟ is a social reward and is equivalent to being rewarded money. According to the Losada ratio 3 positives for every negative feedback to an employee is considered to be the bare minimum for him to achieve high performance.

4. Present the actual scenario: As you have gained their attention, discuss the factual situation. The reviewer needs to keep in mind that his approach should be direct and firm , at the same time it should not be offending or demeaning. Usage of words that create defensive atmosphere should be avoided. It is imperative to be considerate while delivering, but it should not take the form of embellishments. The employer should be plausible, and that can be achieved through giving time and attention to employees, understanding their work-behaviours. Even though delivery is grave, credibility is truly what gets the message heard.

The rationale behind giving feedback is incessant improvement. It is significant to measure the status at periodic intervals and make adjustments accordingly. Employers can also consider feed-forward, it will provide individuals, teams and organizations with suggestions for the future and to help them achieve a positive change in behaviour. 

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Topics: Performance Management, Employee Relations

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