“There is no failure. Only
feedback.”
– Robert Allen
– Robert Allen
Top performers are always making it to the top because
they are consistent in making their best even better. They are believers of
continuous improvement. The leadership
guru Ken Blanchard has rightly said that “Feedback is the breakfast of
Champions”. It’s a pragmatic mantra that works in every situation be it
corporate performance appraisal, review of a football match or assessments in
institutions.
Gone are the days of the past when feedback linked to annual-review was considered a
negative, non-enjoyable and a non-participative activity. Today with the Gen-Y
generation, periodic feedbacks are more crucial than ever before, it is like
their life-support system, without its presence they eventually fail to
function. They consider halted or suppressed growth as deplorable.
Feedbacks can be
motivating and zeal oriented, if done in the right manner. According to the
studies, feedback is a strong factor contributing to employee satisfaction and
productivity in an organization. An organization that does not provide a
performance review is like moving on a journey without maps or signposts. As
per a study conducted, 70% of employees agree
that their performance and chances for success in their career would have
increased substantially if they were given more timely and constructive
feedback.” Here are 4 P’s that make ‘giving constructive feedback’ systematic
and smooth:
1.
Prepare: The
review process is critical in nature thus it requires careful forethought and planning of the situation. A good analysis of the condition will let clear of
any ambiguities related to goal-setting and achievement. A genuine interest one, it is easy to get off track and you can
lose control of the conversation. Know exactly what you're going to say and how
you're going to say it.. Before you can go ahead in assessing the employee, it
is crucial for you to be clear about what you want done and why you want it
done.
2. Participative approach: It is vital to
make the feedback process engaging to get to the actual performance-tale. The
reviewer should express an openness and interest
in a conversation leading to view the other side of the coin. Initiating a chat
with something like: “Are you comfortable with right now or after lunch? “ And
going ahead with: “What’s your viewpoint on the ABC project?”; the effect is
enhanced if it is delivered in a friendly body language and a calm tone. Giving out
choices puts the employee in a comfort state and he is actually willing to
involve in the process.
3. Positive aspect of the performance:
During coaching, it is very common for employees to find something that
deflates their enthusiasm. It is the role of the reviewer to fill in that place; but correctly. Mention something
notable that the individual did. This puts the person at a comfort level and
helps increase confidence in his abilities. It also allows them to vision reaching
close to their career goals and helps them to take the right steps in the right
direction. To the brain, receiving a compliment is as much a social reward as
being rewarded money. Positive feedback to the brain like complementing an
individual about ‘efforts made to a project’ is a social reward and is
equivalent to being rewarded money. According to the Losada ratio 3
positives for every negative feedback to an employee is considered to be the bare
minimum for him to achieve high performance.
4.
Present the actual scenario: As you have gained
their attention, discuss the factual situation. The reviewer needs to keep in
mind that his approach should be direct and firm , at the same time it should not
be offending or demeaning. Usage of words that create defensive atmosphere
should be avoided. It is imperative to be considerate while
delivering, but it should not take the form of embellishments. The employer
should be plausible, and that can be achieved through giving time and attention
to employees, understanding their work-behaviours. Even though delivery is grave, credibility is truly what gets the
message heard.
The rationale behind giving feedback is incessant
improvement. It is significant to measure the status at periodic intervals and
make adjustments accordingly. Employers can also consider feed-forward, it will
provide individuals, teams and organizations with suggestions for the future
and to help them achieve a positive change in behaviour.
\
Comments
Post a Comment