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Once & For All: Stopping Sexual Harassment at Work

Posts Tagged ‘performance feedback’

8 Tips for Effective Informal Performance Discussions (or “One-on-Ones”)

Wednesday, April 22nd, 2015
8 Tips Infographic

Click to see larger image.

A recent survey conducted by Training Magazine and The Ken Blanchard Companies revealed that 89% of people want to meet with their manager on at least a monthly basis.

Some managers get this and instinctively find time once a month (if not more) to sit down and chat with their direct reports. Other managers….well, not so much. For those managers, help is here.

This infographic highlights some of the important elements of effective One-on-Ones. (to view this graphic as a PDF with larger text, click here: 8 Tips for Effective Informal Performance Discussions.)

Recommended Training Resource
Discussing Performance – Through a realistic scenario showing both sides of a performance discussion, this video program explains how to make them painless, but effective, for everyone concerned.

Yes, It’s Personal

Monday, September 16th, 2013

Have you ever gotten an “attaboy” or “attagirl” that just left you feeling flat?Encouragement

The most common reason why appreciation misses the mark is simple: the person expressing acknowledgment failed to understand what’s meaningful to the person they’re acknowledging.

Unfortunately, when appreciation feels inauthentic, it creates disengagement instead of motivation.  We’ve all received acknowledgment like that, and so we know from personal experience how it leaves us feeling unseen, misunderstood, and weirdly unappreciated. (more…)

Don’t Assume Your Managers Are Addressing Problem Behavior: Free Activity

Wednesday, February 16th, 2011

For most supervisors and managers, having to discipline employees is the worst part of their jobs. It is an uncomfortable process they would rather avoid. And unfortunately, many do avoid it, to everyone’s disadvantage: theirs, the organization’s and the employee’s. Or, some managers act emotionally when disciplinary problems arise. But either reaction creates more problems than it solves. (more…)

Avoid These 5 Leadership Pitfalls When Leading Knowledge Workers

Monday, October 25th, 2010

by Clyde Howell

According to the latest studies, the average employee is delivering only 50% of what they are capable of offering to your organization. As a leader, you’re frustrated by this lack of performance. You’d like to clone your high performers so you can become more results oriented like the entrepreneurial companies you see in the marketplace.

To capture the talents and potential of today’s knowledge workers, you must recognize the dramatic rise in numbers of these employees. Knowledge workers are the individuals who use their ‘brains’ instead of their ‘brawn’ to get work done. These are the information specialists, researchers, marketing and sales experts whose talents drive the success of your business. To ensure high performance, you must manage these talented individuals differently than employees of the past. (more…)

How to Give Feedback to Manage Performance

Thursday, January 14th, 2010

Receiving feedback on your effort, your attitude or your performance is the way that you learn, improve or are motivated to maintain a good performance. Giving feedback effectively and frequently is a key requirement of the role of Manager or Supervisor. Giving and receiving feedback should be a normal part of the Leader and Team Member relationship, a process that both parties understand and accept. It is best practice for the Supervisor to begin giving feedback as part of the initial training period, and to continue this in regular performance coaching sessions throughout the employee’s career.

Giving Positive Feedback

Positive feedback can be given any time, either in public or private. Positive feedback is where we praise a desired attitude, behaviour or performance. The effect of positive feedback is that the person is encouraged to repeat this behaviour and is also motivated to improve. It also builds self confidence and self esteem in the Team Member.

The reverse is also true! Lack of positive feedback is discouraging, demotivating and will lead to a poor performance level. The employee gets the impression that no one cares whether they do well or not, and that their work has no value!

Giving Constructive Feedback

The other type of feedback is Constructive Feedback, or Corrective Feedback. Again, this is essential to performance and motivation. Do not think in terms of NEGATIVE feedback as this is not a useful thought. The aim is not to point out the negative or the bad. If you do this, you will find that the person does not improve. You will find yourself saying the same things over and over again.

Giving constructive feedback is about TRAINING the other person to change or improve. If you do this well, you training is successful and will see the desired result. Giving constructive feedback is about identifying an area for improvement and working out solutions to improve or correct this. In giving the feedback, first identify the current goal or task and why this is important to the Company and to the role. Secondly, state clearly the undesirable attitude, behaviour or performance, with factual evidence. Thirdly, state the desired attitude, behaviour or performance, or better still, ask encouraging questions to help the other person make constructive suggestions. Lastly, work with them to put a strategy in place for achieving the desired goal.

Guidelines for Giving Feedback Effectively

1. Understand that the feedback is primarily a training need. Be aware that you are the supervisor, and are ultimately responsible for this staff’s behaviour. This feedback is aimed at improving knowledge and behaviour.

2. The key is to talk about the behaviour, performance or attitude rather than the person.

3. Have a good working knowledge of your own learning style and the other types of learning styles. This will help you avoid the pitfall of explaining in a way only YOU would understand. Other people are not always like you!

4. Know your Team Member, their personality style and their unique learning style – Are they a visual, verbal, reading & writing, tactile? Do they have language and cultural complexities?

5. Know your own limitations – If you are giving feedback on a volatile situation, make sure you can recognize your own emotions, and are aware that you may need to calm down before feedback.

6. Give constructive feedback in private – Never give constructive feedback in a group. You would not want to receive it in front of your staff!

7. Always start with positive – When giving feedback you always start with at least two positive observations. This will start the meeting off on a positive note.

8. Look at the individual – make eye contact, don’t avoid. If you do, they may question the validity of your session.

9. No apologies – do not apologize for their actions that need correction. Don’t say, “I’m sorry to tell you this, but…”

10.  Give constructive feedback in an honest and diplomatic way – that is, while pinpointing the target behaviour, state the constructive measures to change the behaviour. Remember, constructive feedback is a means to improving situations by finding a solution to the problem. Give a due date for follow up. The point is to teach a new skill where there was a deficiency.

11.  End with a positive – If it was a particularly lengthy/ gruesome session, interact with the staff to make sure things are ok. Be sure that you have checked in with them before you leave for the day. You want to make sure they are not going home disappointed.

12.  Ask if they have any questions – if you have given a feedback session, you may not have realised that you were the only one talking for quite some time. Always give the staff the opportunity to seek further knowledge or assistance.

Kate Tammemagi specialises in Management Training in Ireland. She designs and delivers People Management Training and Customer Care Training.

Need help in this area? CRM Learning’s Positive Discipline training program helps leaders get beyond the belief that confronting negative performance has to be punitive in nature and shows them — with a simple 5-step process — how performance discussions can actually be a tool for developing employees.


 

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