Description
This is a presentation explains the feedback management as part of effective communication.
Giving and Receiving Feedback
Feedback
• Feedback is a communication PROCESS.
• Feedback completes the communication cycle.
Performance expectations
Performance
FEEDBACK
Purpose and Objective of Feedback
Sender
• Reinforcing desired behaviour /performance • Discouraging/changing/modifying undesired behaviour/performance
Receiver
• Need to know how others evaluate • Subjective/qualitative feedback is also important
Effective Feedback
• Focuses on performance and not the person
Reduce receiver defensiveness Lead to performance improvement Provides role clarity
• Timely
Immediately follows performance Frequency reduces surprises Frequency should not interfere with performance
Giving Credit
Giving praise is more than a vague ‘well done’ or a pat on the back. An effective credit provides specific information to people about their behaviour and why it is creditworthy. This specific information gives credibility to the praise and encourages the element of performance to be repeated.
Lockett (1992)
Effective Feedback
• Specific • Action focus- LEAD TO ACTION
‘ Informal or day-to-day feedback is more important than feedback that occurs during the annual or semi-annual performance appraisal session in terms of its impacts on work performance and attitudes.---- but positive outcomes may arise from the annual event where there has been more frequent review and feedback during the year.’
Effective Feedback
• Explains why behaviours are effective/ineffective • Quotes specific examples • Allows the person receiving feedback to comment/elaborate • Provides alternative positive behaviours • Maintains esteem of those involved
Therefore it needs to be ---------
Effective Feedback (Contd)
• • • • • • • Concise Specific Timely Relevant Supportive Contracted for Given in moderation
And Focus On
• Behaviour that can be changed/have the most impact • Strengths/preferences as well as development needs/non-preferences
Ineffective Feedback
• Tends to be judgemental
• Higher person focus • Making allegations / attributing intentions
Sources of Feedback
• • • • • • Job/task Self Superior Colleagues Subordinates Clients/customers
Performance Coaching
• • • • Demystify the performance problem Allow receiver to respond Cite evidences of poor performance Identify receiver strengths that may complement / help address the problem • Identify the correct/effective performance behaviour • Explore jointly the consequences of poor performance • Make sure the receiver understands the process, its content and the intended outcomes
Scope and Learning Outcomes
Scope • What is performance feedback • Making feedback effective • Feedback and performance management
Learning Outcomes • How to diagnose performance • Frame the diagnosis as performance feedback • Learn how to give negative feedback • Learn how to give positive feedback
Thank You
doc_721621342.ppt
This is a presentation explains the feedback management as part of effective communication.
Giving and Receiving Feedback
Feedback
• Feedback is a communication PROCESS.
• Feedback completes the communication cycle.
Performance expectations
Performance
FEEDBACK
Purpose and Objective of Feedback
Sender
• Reinforcing desired behaviour /performance • Discouraging/changing/modifying undesired behaviour/performance
Receiver
• Need to know how others evaluate • Subjective/qualitative feedback is also important
Effective Feedback
• Focuses on performance and not the person
Reduce receiver defensiveness Lead to performance improvement Provides role clarity
• Timely
Immediately follows performance Frequency reduces surprises Frequency should not interfere with performance
Giving Credit
Giving praise is more than a vague ‘well done’ or a pat on the back. An effective credit provides specific information to people about their behaviour and why it is creditworthy. This specific information gives credibility to the praise and encourages the element of performance to be repeated.
Lockett (1992)
Effective Feedback
• Specific • Action focus- LEAD TO ACTION
‘ Informal or day-to-day feedback is more important than feedback that occurs during the annual or semi-annual performance appraisal session in terms of its impacts on work performance and attitudes.---- but positive outcomes may arise from the annual event where there has been more frequent review and feedback during the year.’
Effective Feedback
• Explains why behaviours are effective/ineffective • Quotes specific examples • Allows the person receiving feedback to comment/elaborate • Provides alternative positive behaviours • Maintains esteem of those involved
Therefore it needs to be ---------
Effective Feedback (Contd)
• • • • • • • Concise Specific Timely Relevant Supportive Contracted for Given in moderation
And Focus On
• Behaviour that can be changed/have the most impact • Strengths/preferences as well as development needs/non-preferences
Ineffective Feedback
• Tends to be judgemental
• Higher person focus • Making allegations / attributing intentions
Sources of Feedback
• • • • • • Job/task Self Superior Colleagues Subordinates Clients/customers
Performance Coaching
• • • • Demystify the performance problem Allow receiver to respond Cite evidences of poor performance Identify receiver strengths that may complement / help address the problem • Identify the correct/effective performance behaviour • Explore jointly the consequences of poor performance • Make sure the receiver understands the process, its content and the intended outcomes
Scope and Learning Outcomes
Scope • What is performance feedback • Making feedback effective • Feedback and performance management
Learning Outcomes • How to diagnose performance • Frame the diagnosis as performance feedback • Learn how to give negative feedback • Learn how to give positive feedback
Thank You
doc_721621342.ppt