Giving feedback is all about helping your people make progress at work and be productive.
Providing regular feedback to employees throughout the year (for example, in a weekly or monthly individual catch-up meeting or at the end of a project) rather than waiting until their formal performance review, is the best way to enable them to recognise and address areas for improvement and feel engaged. This way, there are no surprises come review time.
Regular users of Intuition HR will be aware that our FAQs library is regularly updated and populated with a wealth of advice to help managers and HR practitioners with Human Resources issues and people management advice relevant to New Zealand businesses.
So today, as we launch our new blog, we’d like to share some tips we’ve put together on providing performance feedback to your team, both to individuals and as a group -whether you are an Intuition HR user or not.
Regular, regular, regular
Hold regular meetings with your employees to discuss performance, check in on progress against objectives and development plans, and to provide coaching. This could be as part of a weekly one-on-one catch up chat or a monthly review. Become a leader who develops and coaches people.
How would you like your feedback?
Ask people how they would like you to give them feedback. Some people may want to receive more regular feedback than others; some may prefer written feedback over verbal. Fit the feedback to the person. For example, if you want to recognise success and you know someone in your team would be embarrassed to have a fuss made of them in front of their peers then acknowledge them individually in a private meeting.
Look for feedback opportunities
Be observant and look for feedback opportunities. This builds the connection between you.
Make the feedback relevant
Link your feedback to goals/objectives, organisation values or competencies of the role as well as the individual’s own development.
Give feedback as soon as possible after an event – don’t wait until performance review time – so the feedback is memorable and sincere.
When setting expectations, be consistent so the person knows what to expect, and anticipate any questions they might have. Let people know where they are and where they should head in terms of expectations and goals. People research by Google showed predictability and consistency to be a key attribute of a successful leader, as when people know what to expect from you, they can be more autonomous in their own roles.
Back verbal feedback up in writing from time to time. Writing and data are more tangible and can have more impact.
Feedback from others
Solicit feedback from others (e.g. team members, customers/clients, internal customers, suppliers) and use their input to guide your feedback. Be careful with confidentiality issues though.
Take notes during the year for formal review time
Document discussions so you can revisit if necessary at the formal performance review.
Ask people to remind you if you are not giving them feedback regularly enough or set up a task reminder to remind yourself.
And finally, and importantly…
Don’t forget that feedback can flow two ways, so you may wish to ask your team for feedback on what they need from you as a manager too.
Further FAQS and information on giving feedback and managing the performance review process, as well as templates and tools to help, can be found within the Performance & Development and Coaching advice sections of Intuition HR.