Feedback should be provided on an ongoing, year-round basis, not just during the annual performance appraisal. And, despite conventional wisdom, it should not be reserved for poor performance; it is important to address strengths and successes as well as deficiencies and failures. To be most effective, feedback should be:
- Timely
- Specific
- "Owned" by the giver
- Understood by the receiver
- Delivered in a supportive climate
- Followed-up with an action plan
Timely
Provide feedback as close as possible to the occurrence of the behavior in question; it will be of little use to your employee otherwise. If you wait until the annual performance appraisal to address poor performance, your employee may resent that you did not give him or her the opportunity to correct the problem before "raise time." Even if you are discussing an employee's excellent performance for the first time during the annual performance appraisal, it may be "too little too late" if that employee places a high value on recognition.
Specific
Do not make vague generalizations when providing feedback to your employees. Instead, describe the undesirable behavior in exact terms. Be able to substantiate, also in very specific language, the importance of performing the job correctly and the consequences of continued poor performance. While you and your employee should work together to develop solutions, be prepared to identify specific alternatives if necessary.
Any feedback you provide should address the employee's performance in terms of measurable outcomes that were developed together. Your employee will be less likely to dispute the existence of a problem if he or she was involved in the goal setting process. Agreement is an important first step in reversing poor performance.
"Owned" by the Giver
Use personal pronouns such as "I" and "my" when providing feedback to an employee. These words enable you to take responsibility for your own thoughts and observations. Sentences worded in this way are less likely to be interpreted as accusations than those that use the word "you," reducing the possibility of a defensive reaction by your employee.
Understood by the Receiver
Ask your employee to rephrase your feedback to ensure that his or her interpretation corresponds to your intent. Also confirm that your employee understands what is expected of him or her, including the available tools and resources that can assist in the fulfillment of these expectations.
Delivered in a Supportive Climate
