...negative, given or received, feedback can be tricky. We shatter some popular misconceptions to guide you. Feedback isn't always easy to give or receive. But it's vital, and timing is crucial. Here are 12 popular feedback misconceptions corrected. Misconception 1: We don't need to worry about feedback, we conduct performance appraisals. Truth: Annual performance appraisals aren't enough. If you've been working unsatisfactorily for 12 months, you're awfully good at doing something incorrectly. And if you've been doing something well for 12 months and no one has mentioned it, your performance appraisal might feel like too little, too late. Performance appraisals should be summaries of everything employees and supervisors have been discussing all year. If you're a supervisor, find ways to provide feedback each week for each person who reports to you-- 52 mini performance reviews a year. Misconception 2: It's not my job to give feedback. Truth: At any company that values continuous improvement, feedback is everybody's job. If your workplace isn't feedback friendly, start a trend. First, praise. Reinforce positive actions and behaviors. Don't forget your boss: Positive feedback passed up the organization can have amazing results. Participate in suggestion programs honestly and enthusiastically. And request feedback on your own performance. Misconception 3: If you're not asked, keep your mouth shut. Truth: When you don't deliver critical feedback, you declare your indifference...
Words: 2845 - Pages: 12
...Performance Feedback in the Workplace For as many years as businesses have had employees, people have been trying to discover how to get the most out of each individual and how to keep the good ones around. Supervisors go through training after training on how to talk to subordinates, how to manage them, and how to keep them efficient. Performance feedback has been shown to be one of the most effective ways of completing this daunting task. Performance feedback has different styles and methods that can be useful in the workplace. This paper will cover some of these methods as well as the research behind how performance feedback works. Performance feedback comes in many shapes and sizes that are useful for different scenarios and purposes. The first to be discussed will be formal performance feedback which comes in two forms: intrinsic, which comes from within or from the self, and extrinsic which comes from an outside source (Kim and Hamner). Formal extrinsic feedback should be the starting point for supervisors in order to give the employee a baseline of expectations to meet. This will be written expectations that the supervisor and subordinate will go over together and discuss at great length to ensure understanding. The effect of doing so with each individual allows for a level playing field among all of the employees, and leaves no room for misinterpretation of what is required. Within this formal extrinsic feedback there should also be goals set for each individual...
Words: 1378 - Pages: 6
...Mentoring in the Clinical Setting Module 5: Feedback and Support in Coaching and Mentoring Module 5: Feedback and Support in Coaching and Mentoring An important aspect of coaching and mentoring is the ability to offer effective feedback and support. Again, these are transferrable skills which can be developed to help you facilitate a range of situations. It is also important that you personally receive effective feedback to assist you in your ongoing professional development. Learning objectives On completion of this module, students should be able to: Describe the components of effective feedback; Initiate strategies to obtain feedback on their own performance in the clinical setting; Use effective strategies for giving feedback to others within the coaching/mentoring relationship; Identify an appropriate method for obtaining ongoing support in relation to their own professional development. Overview The overall aim of this unit is to equip students with the skills and understanding necessary to use coaching and mentoring techniques when facilitating professional development in the clinical setting. An integral part of this will be the giving of feedback to learners on aspects of their performance and professional development journey. Additionally, to further develop yourself as a skilled educator, it is important that you utilise skills for obtaining feedback on your own performance. In this unit, we use the term „feedback‟ to describe any communication which informs...
Words: 2770 - Pages: 12
...Goleman stands by his teachings in that managing with one’s heart helps incorporate positive feedback that is fundamental to keeping workers' endeavors on track. He expresses that feedback is a standout amongst the most essential errands a chief has, yet in addition a standout amongst the most feared and as often as possible put off. Nonetheless, reactions that are given and got well may affect how fulfilled individuals are in their function, with associates, and with pioneers. Brutal feedback is one of the most exceedingly terrible approaches to inspire somebody, influencing them to feel debilitated and faulted. An employee may feel so unsettled that they never again make a decent attempt at their work and maybe most harming, never again feel...
Words: 655 - Pages: 3
...The use of video feedback as a performance analysis coaching tool in amateur level ice hockey. Martin Lee Bachelor’s Thesis Degree Programme in Sports and Leisure Management. 2011 Abstract Date of presentation 11.5.2011 Group or year of entry DP VI Number of pages and appendices 48 +2 Degree programme Author or authors Martin Lee Title of report The use of video feedback as a performance analysis coaching tool in amateur level ice hockey. Teacher/s or supervisor/s Mika Vähälummukka, Kari Savolainen With the advancement of digital video and computer technology over the past ten years there has been a considerable increase noted in the use of video analysis as a coaching tool in ice hockey. This has been especially noted in the greater Montreal area of Canada, where coaches are often under pressure to develop emerging talented players who aspire to a pro hockey career. The purpose of this research was to investigate how much performance analysis through video was being used and what it was being used for. The focus area was on amateur teams from midget level through to college and junior pro, such as the QMJHL. To collect data a questionnire was used to survey the coaches and players views on using video analysis as a tool for coaching. The study was done in Montreal Quebec, Canada with coaches that ranged from midget grade, through junior to college and men’s pro. The survey covered what video analysis is currently being used for, what both the coaches and players...
Words: 12419 - Pages: 50
...CA103 Interpersonal Communications Project Immediate Performance Feedback By Derek Butler THE PROBLEM The company where I am employed requires managers to provide a formal performance review on a yearly, quarterly or monthly basis to the associate that report to them. The problem that I have with this is the lack of immediate feedback provided on a day to day basis to provide accurate performance reviews. Actually there is no formal immediate performance feedback system in place to help keep employees engaged and understand their strengths and weaknesses prior to the performance review. When feedback is provided, it’s often done under stress, in a crisis, or after a mistake, and is sometimes delivered in abrasive and less than helpful ways. I have talked to some associates in my organization regarding giving and receiving feedback in a timely and positive manner and they all agreed. I have even spoken to some of my friends and this seems to be a universal issue in corporate America. All the companies that I have worked for lacked a formal immediate feedback system. BACKGROUND OF THE ORGANIZATION/PROBLEM The company that I work for is a leading independent provider of health care information management services that support the commercial, Medicaid, and Medicare Part D industry. The corporation has a typical hierarchy chart CEO, President, Vice President, Director, Manager, Supervisor, and Employer. The organization that I work in is called pharmacy...
Words: 1399 - Pages: 6
...Feedback is provided in both oral and written form. Our practice it to write down all feedback then discuss the feedback with the assessor. Each assessor also can provide feedback on the IQA process during the feedback session. Constructive feedback is provided following sampling assessment decisions and observations of assessment practice. Once the feedback has been given the assessor may be given an action plan to follow. This could include attending training sessions, work shadowing, additional qualifications, etc and will be followed up as required but no later than one month after being implemented. Where no specific actions are required but an assessor could benefit from undertaking some continuous professional development I offer...
Words: 471 - Pages: 2
...Performance Evaluation and Feedback System (PEFS) Objective: Introduce the difference of PEFS between Japan and the west Goal: Understand the reason and result of adoption of different PEFS Expected result: Able to work in a company with the PEFS which is suitable for them. Japan: Staff performance is evaluated as a whole, based on company profit, department contribution. Feedback and future direction is provided to all staff in company / department through group meeting (e.g., morning assembly). The reason of using this PEFS is that Japanese pays attention to relationship, and their career goal is group/company success. When compensation is based on individual performance, staff becomes focus on individual success. This hampers team working and company success. As a result, staff works under strain of the working environment (self-control), strives to maintain good relationship with others (focus on harmony), follows custom and finds a middle way to solve any problems (avoid conflict). As it is difficult for staff to express his own opinion in working environment, building relationship becomes more important for personal success. This creates the “after work drinking” culture. The West: Staff performance is evaluated as a whole and individual basis, based on company profit, department contribution, and individual performance. Feedback is provided to individual. One on one meeting is held to discuss career goal and development plan. The reason of using this PEFS...
Words: 324 - Pages: 2
...The Importance of Feedback One of the characteristic of great bosses is the ability to improve, in several different ways, characteristics of their subordinates, in order to do so a lot of communications skills are required and one particular tool is extremely valuable at this point, the feedback. According to Douglas Stone and Sheila Heen: "Feedback is how we learn about ourselves from our experiences and from other people", it has been used by great leaders to point out opportunities of improvement and qualities of employees therefore increasing their selfknowledge. The ability to dialogue though listening and communicating, where feedback is included, was even listed as one of the 8 Tenets of Good Managers proving that the subject is deeply connected with best practices of leadership. Providing helpful informations during the feedback is also important for improving workers that are performing low. Adam Bryant describes in it's article Google’s Quest to Build a Better Boss a case study about a manager that had a terrible performance and, after the appropriate feedback and training had been provided to him he were able to be a better professional. He did not became one of the top professionals, but his performance undoubtedly improved. One of the most popular way of applying feedback in companies is using the 360 technique. One employee receive and provide feedback from the entire team members or coworkers, after the process finishes...
Words: 460 - Pages: 2
...Evaluation, Feedback & Rewards in My Organization Jamie M. Boatwright Belhaven University MSL640 June 26, 2015 Abstract Up until this year, my department had not performed employee performance evaluations, since back in 1999. However, it is my understanding that the schools and some of the other departments had been, I just feel like the different leaders of my department that have retired, did not see that this was one of the most important parts of creating and maintaining a productive department. Although there are some parts of the evaluation that do not seem positive there are still other parts that are that make you feel good when you hear your employer tell you that they do not see where you should change anything. It is always good to let your employees know that they are performing up to the standards that are already outlines so that they will continue to do a good job for the entire organization. “A merry heart doeth good [like] a medicine: but a broken spirit drieth the bones” (Proverbs 17:22). Evaluation, Feedback & Rewards in My Organization At the beginning of 2015, our HR department informed my supervisor that we needed to begin performing annual performance evaluations in our department. This process is a very lengthy one that most people find as a hindrance and might even feel that it is unimportant. However, because we were asked to do this then it isn’t something that can be ignored. The process is listed below: * Print out each...
Words: 779 - Pages: 4
...Table of contents 1. Research 360 degree feedback? …………………………………… 2 2.1 What is 360 degree feedback? ……………………………………… 2 2.2 What is 360 degree feedback intended to do? ……………………. 2 2.3.1 For individuals……………………………………………… 2 2.3.2 For organization ……………………………………………. 3 2. Analysing how heuristic, personality and social factors may affect the effectiveness of 360 degree feedback …………………………………. 3 2.1 Heuristic …………………………………………………………. 3 2.1.1 Confirmation ……………………………………………… 3 2.1.2 Representativeness ………………………………………… 4 2.2 Personalities ……………………………………………………. 4 2.2.1 Neuroticism ………………………………………………… 4 2.2.2 Conscientiousness …………………………………………. 5 2.3 Social Factors ………………………………………………….. 6 2.3.1 Interpersonal liking ………………………………………. 6 2.3.2 Referent power ……………………………………………… 6 3. References list ………………………………………………………. 7 1. Research 360 degree feedback 1.1 What is 360 degree feedback? 360 degree feedback is characterized as a multi-source feedback. Feedback comes from people, who work around with ratees, involving supervisors, colleagues, subordinates, internal and external customers as well as ratees. It is used in human resources management for different purposes such like decision making relating to rewards, performance evaluation, and employee development. Furthermore, it is valuable...
Words: 2054 - Pages: 9
...A 360 degree feedback and its implementation 1. Introduction 360 degree feedback, also known as multi-source feedback, was defined by Ward (1997) as "the systematic collection and feedback of performance data on an individual or group derived from a number of the stakeholders on their performance". Different authors view, who propose definitions of the 360 degree feedback process. “Feedback from multiple sources or ‘360 degree feedback’ is a performance appraisal approach that relies on the input of an employee’s superiors, colleagues, subordinates, sometimes customers, suppliers and/or spouses” (Yukl and Lepsinger, 1995). The 360 degree evaluation can help one person be rated from different sides, different people which can give the wider prospective of the employee’s competencies (Shrestha, 2007). It is a process in which someone's performance is assessed and feedback is given by a number of people, who may include their manager, subordinates, colleagues and customers. Assessments take the form of rating against various performance dimensions. 360 degree feedback is a tool that gives managers a clear picture of their performance at workplace. Different opinions are gathered from the manager, their staff and their pair being assessed. All views are grouped together to form the clear picture. To accomplish this opinions are express by completion of a questionnaire incorporating different aspects of expected performance factors. Research conducted by Handy, Devine and Heath...
Words: 2017 - Pages: 9
...Is Customer Feedback Important? Customer Satisfaction is a huge goal of a company because it results in the customer returning to get the same product again due to their satisfaction the first time. For this reason, businesses should put high priority on how satisfying the experience was for the customer. Brian Gilbert and Shallon Thomas, quality engineers at Engility Corporation, state in their article that a business, that studies and enforces customer satisfaction enables that business to outperform their competition. Providing a good customer experience poses some complex problems for larger companies because they have a much larger customer base to please, thus causing more negative experiences and reviews. Technology has made customer experience a very important aspect of business because of how easy it is for consumers to gather information on a specific service or product. Michael Luca, a student at Harvard’s Business School, states, “With the click of a button, one can now acquire information from countless other consumers about products ranging from restaurants to movies to physicians” (Luca 1). Today’s tech and devices have allowed customer reviews and feedback of a product to reach many more people than just friends and family. Technology also invites the possibility to ruin the reputation of a business or increase its popularity. Luca has investigated how a company’s revenue is affected by ratings on Yelp.com. He claims that “…a one star increase leads to...
Words: 1209 - Pages: 5
...Topic: System dynamics and feedback loop System dynamics is an approach to understanding the behavior of complex systems over time. It deals with internal feedback loops and time delays that affect the behavior of the entire system. System dynamics use feedback loops and stocks and flows to study complex and non-linear systems. Dynamics of the system contain quantities that vary over time. There are several laws of Fifth Discipline showing how system dynamic works. 1) For every action, there is a reaction. It is self-proofed in the beer game. Every order has to be fulfilled, either in the current week (if enough stock is available) or in one of the next weeks (items go on backorder). 2) Short-term improvements often lead to long term difficulties. In the beer game, it’s always a tradeoff between fulfilling demand and minimizing cost. Timely delivery calls for enough inventory, while cumulative inventory results in climbing inventory cost, due to more people to handle the beer and more storage space, and there is also a possibility that the beer will be left in your inventory when the total period is over or the redundant beer might go bad since it cannot be kept long. 3) Cause and effect are not necessary closely related, either in time or in space. Sometimes solutions implemented here and now will have impacts far away at a much later time. In the beer game, it is not possible for any one component of the system to be immediately aware of the actions and needs of...
Words: 1255 - Pages: 6
...Page - 1/6 | | | Progress | | | | | | | | | | | | | | Does not exhibit | Exhibits rarely | Exhibits sometimes | Exhibits frequently | Exhibits most of the time | Exhibits all the time | | | | | | | | | | | | | | | 1 | Understands customer requirements and also makes an effort to explore their stated & unstated needs. | | | | | | | | | | | | | 2 | Utilises the right resources to effectively meet customer requirements. | | | | | | | | | | | | | 3 | Stretches fully (self and team), wherever required, to delight customers. | | | | | | | | | | | | | 4 | Listens carefully to the customer's needs and shares relevant information with them. | | | | | | | | | | | | | 5 | Builds trust and support with people by adopting a collaborative approach to optimize performance and achieve desired results. | | | | | | | | | | | | | 6 | Effectively engages others by communicating a bigger picture of the desired outcome. | | | | | | | | | | | | | | | Facilitates an open work culture that promotes information sharing & co-operation, leading to high performance of the team. | | | | | | | | | | | | | 8 | Influences and encourages others to achieve desired results. | | | | | | | | | | | | | 9 | Checks feasibility and...
Words: 456 - Pages: 2
