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A Manager’s Guide
to Giving Effective
Performance
Feedback JOB AID
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An important part of a manager's role is to prepare, motivate, recognize, and reward team members.
These are activities that should be performed on an on-going basis and not simply during the annual
review process. By following the guidelines presented in this tool, manager’s can confidently provide
feedback that is remembered, embraced, and valued.
The Role of Feedback in Performance Management
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Principles of Effective Feedback For employees to take feedback seriously, it must be seen as informative, actionable, and
motivating. Follow these guidelines to deliver useful feedback.
Focus on the behavior, not the person
When managers provide behavioral feedback that is improvement
focused, it is more likely to be seen as actionable. Feedback about
one’s character or attribute is often interpreted as an attack on the
person and can lead to a decline in motivation.
Provide positive feedback more frequently
When the frequency of positive feedback is greater than negative
feedback, employees will be more open to receiving guidance from their
managers. Before providing negative feedback discuss how the
employee’s behavior resulted in consequences that were undesirable.
Then proceed to provide corrective guidance.
Provide timely feedback
Feedback is most effective when provided soon after the event to which
it relates. This is one of the key reasons why managers must give on-
going feedback instead of waiting until mid-year and year-end reviews.
Provide developmental guidance
Developmental guidance refers to actionable feedback on behaviors
that are within the control of employees. When these behaviors are
activated, it should result in improved performance. To provide useful
guidance, managers must first understand the approach taken by the
employee. Based on this understanding they must present an
alternative that is likely to deliver better outcomes.
Recognize and celebrate improvements
In addition to recognizing performance with positive feedback, managers
must attempt to publicly praise and celebrate improvements made by each
employee. Such activities reinforce for employees the behaviors that are
valued and rewarded within the organization.
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Ongoing
Get to know your employees, their interests, likes and dislikes.
For each employee define "good" performance. Take a
comprehensive view and include:
Job specific tasks (activities central to the purpose of the job
Contextual performance (conduct and attitude at work)
Goal (specific and measureable).
Periodically remind the employees that your job is to make them
successful.
Record observations of performance (good and bad) in a journal
and provide feedback when performance deviates substantially
in the positive and negative direction.
Periodically ask your employees to self-assess their performance
and help them get a realistic view
Focus on building trust with each employee. The employees
need to believe you are looking out for their best interest
In collaboration with your employee develop a shortlist of
developmental goals and select appropriate development
activities.
Hold your employees accountable for their development.
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During the performance review
Be professional, calm and focused on performance issues.
Begin with positive feedback on tasks the employee has done well irrespective of
the final rating.
Go through each element of the performance appraisal form and describe the
factors that were considered in the rating.
As you go through each element, ensure that you and the employee agree on the
employee’s job duties, and on definition of good and poor performance.
Discuss all ratings, positive and negative, and present the rationale behind the
judgment.
Provide specific examples when possible; the examples should not be directed at
personal characteristics of employee. Feedback is most effective when it is task
specific and clearly demonstrates the gap between the standard and performance.
Describe any changes in performance required and ensure the employee
understands.
Allow the employee to ask questions and seek clarifications. If you do not have the
answer let them know you will get back to them with an answer (and remember to
do so).
The focus should be on finding ways to improve performance. Provide guidance on
what the employee can do to get better.
Identify strengths, weaknesses and training needs. Tie the appraisal back to the
employee’s development plan to ensure continuous development. This will ensure
that the employee has all the capabilities required to perform their job effectively.
Before ending the meeting, summarize the performance ratings and end on a
hopeful note (e.g.“ I am looking forward to your continued contribution to the team”,
“ you have the potential to do much better and I am hopeful that you will make the
changes”).
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After the performance review
Schedule a formal meeting to create an individualized
development plan.
To motivate the employee and improve productivity,
draw connections between individual's performance
and the organization’s business objectives.
Set task and contextual performance goals with the
employee. Ensure goals are specific and difficult but at
the same time achievable.
Provide immediate and ongoing feedback that is task-
specific.
Set-up periodic meetings to review progress against
performance goals.
Solicit input on the support the employee needs to
enhance their performance.
Have an appeal process in place that allows employees
to review their performance ratings and appeal when
they do not agree.
About Human Capital Growth
Human Capital Growth (HCG) is a premier talent management firm that helps organizations achieve better
outcomes using science, analytics, and empathy. HCG offers products and services that promote talent
management excellence and leadership excellence. HCG’s talent management academy now offers 12 learning
and certification options to grow skills in strategic HR. This blended solution is perfect for busy professionals
desiring to build deep and market-relevant skills. Organization such as Ecolab, General Mills, Merck, Microsoft,
Polaris, Red Cross, Toyota Financial Services, and the UNICEF have benefited from HCG's evidence-based
services. Clients have achieved outstanding results, such as improving talent acquisition success rate from 7:1 to
2:1 (candidate to hire ratio), minimizing risks of bad hires in leadership positions, and accelerating HR
transformation. For more information visit www.humancapitalgrowth.com.
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