ev229

The person I report to gives me useful feedback.

Survey Domain: Manager

Survey Theme: Leadership

Understanding the Issue: The first step is to understand the issues behind the survey performance scores. Unless you are absolutely sure that you understand the issues related to a particular survey item, the best place to start is identifying them, and the section Understanding Issues can help you do so. The activities described in Understanding Issues can be used for any of the survey items.

Effective and regular feedback is crucial to an employee's development. Giving effective feedback to employees is one of the most critical responsibilities a manager performs. Feedback should be timely, accurate, and constructive. The manner in which you give feedback can mean the difference between a defensive, argumentative employee and one who appreciates and learns from it.

Improvement ideas:

1. Set clear expectations for each employee's performance by following these steps.

   1. Ensure that employees understand the specific functions and responsibilities of their job. If written job descriptions are available, you may be able to obtain this information from them. Review each employee's job description with them and answer any questions they may have. If written job descriptions are not available, do your part to get them created. Be sure they are created or approved by your HR or legal department to make sure they are defensible.

   2. Develop specific standards of performance for each job. Review it with your employees and get their agreement.

   3. Establish performance measurements for each employee or position and get agreement with each employee.

   4. Observe employees' performance on a regular basis and compare it to the established performance measurements.

   5. Provide specific feedback where the standards of performance are and are not being met. Provide feedback immediately in a constructive, positive way.

2. Meet regularly with employees to discuss performance feedback. Some employees may need frequent discussions; good/excellent performers may need less frequent follow-up meetings. When meeting with employees organize your thoughts and make yourself reminder notes so that you cover the key points.

3. Supplement your observations with performance feedback from customers. Written feedback is best, but if you receive verbal feedback, document the customers' comments in writing so that you can share the information with your employees as accurately as possible.

4. Be discreet when providing performance feedback to avoid embarrassment to the employees. Do not give feedback in front of others or where others can hear the conversation. Acknowledging accomplishments in front of others is fine but keep performance feedback private.

5. Give feedback routinely and informally. Feedback should come from both the regular formal performance management process as well as informal day-to-day feedback. Do not overly rely on one method of feedback.

6. Keep an electronic and/or paper file on each employee. Place notes of informal and formal feedback there and use it to prepare your annual performance appraisal.

7. Ask employees to assess your feedback style on a regular basis. Make sure that you are providing feedback effectively and in a non-threatening manner. Ask your employees how you can improve the process to make it more meaningful for them. Feedback should be accurate, timely, and communicated in the most effective way possible.

8. A good test of your ongoing feedback approach is to ask employees if there are any surprises in their annual performance appraisal. If you've done a good job along the way, there will be no surprises.

9. Coach your employees on how to receive feedback. Employees often become defensive or argumentative, which can result in their receiving less feedback over time. Help your employees appreciate the value of feedback in their development. Encourage them to seek feedback voluntarily from you and others.

(MI 229)