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Performance Feedback Juan I. Sanchez, Ph.D. Feedback can be very effective. Feedback directs behavior. Feedback stimulates performance goals. Feedback is reinforcing. If properly delivered, people appreciate it. Feedback increases employees’ ability to detect errors.
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Feedback can be very effective • Feedback directs behavior. • Feedback stimulates performance goals. • Feedback is reinforcing. If properly delivered, people appreciate it. • Feedback increases employees’ ability to detect errors. • Feedback helps people clarify their beliefs about the effects of their behavior. • Feedback increases one’s sense of control. • Feedback increases sense of task ownership and responsibility.
Not everyone wants to receive feedback… You have been a good horse, a true pleasure to ride, but I believe you need to work on your galloping a bit…
Not everyone wants to receive feedback… I said FEED-BAG, dummy, not feedback!
Performance Feedback Have you ever known someone who quitted a job because s/he received negative feedback? Feedback is a double-edge sword, because it can make an already poor performer even worse! In fact, we only have one in three chances of improving matters when we give negative feedback:
A scale to measure how much do you like to receive feedback Please indicate how much do you agree with the following statements; then, sum your responses across all questions. Make a note of your total score, and bring it to the next class session. 5 = very strongly agree, 4 = agree, 3 = moderately agree, 2 = disagree, 1 = very strongly disagree.
How to deliver effective feedback • Diagnose the cause of performance problem. Pay attention to situational constraints. • Open the evaluation on a positive tone. State your intent to help improve performance. • Deliver behavioral feedback. Describe rather than evaluate performance problems. • Seek employee’s opinions and participation about situational constraints. Listen actively. Show that you understand by re-stating employees’ concerns in your own words. • “Sandwich” performance problems between positive results. Consider opening/closing on a positive note.
Giving feedbackThink of potentially better ways to deliver feedback than those listed below:
Giving feedbackThink of potentially better ways to deliver feedback than those listed below:
Feedback conclusion and goal-setting • Develop an action plan through goal-setting. • Best goals are: • Challenging yet attainable. • Specific rather than broad. • Measurable/include time frame. • Established through a participatory process. • Beware of relapse & propose relapse prevention: • Identify high-risk situations that may endanger goal achievement. • Think about coping responses to face such high- risk situations.
Performance discussionPractice one (be ready to enact these in class) Manager’s role: one of the employees working for you has been with the organization for about a year. This employee is full of energy, is bright, and has done well on all assignments. The employee literally tears into any assignment and comes on like gang-busters to get it done. The problem that you have noticed is that the employee lacks any sort of tact. The employee has offended more than a few of the other employees to the point that some of them would rather not work with this employee. Some have complained that this employee is too pushy. You have decided to raise these problems with him/her. During the last performance period, the goals have been: (1) complete and implement new product introduction plans by October 1st, (2) obtain a 30% sales growth by October 1st, and (3) obtain a 20% return on investment by October 1st. All of these goals have been met. In fact, sales growth was 35% and return on investment was 28%. It is October 15, and time for the annual review.
Performance discussionPractice one (be ready to enact these in class) Employee’s role: You have been working for the organization for about a year. It has been a good experience. You have had numerous assignments and have done excellently on all of them. You are hoping a promotion is coming soon. If you are going to make it up the corporate ladder to where you want to be, you are going to have to move fast. You have no real complaints about your job. The one frustration you have is that everyone seems to be too involved in office politics. They let their feelings and attitudes towards each other get in the way of performance. You have had to straighten a few of your coworkers out; you told them to forget the bickering and get on with the job. Once they realized you meant to complete the assignments and do a top-notch job, they seemed to kick it in gear and really perform. During the last performance period, your goals have been: (1) complete and implement new product introduction plans by October 1st, (2) obtain a 30% sales growth by October 1st, and (3) obtain a 20% return on investment by October 1st. All of these goals have been met. In fact, sales growth was 35% and return on investment was 28%. It is October 15, and time for the annual review.
Performance discussionPractice two (be ready to enact these in class) Manager’s role: one of the employees working for you has been with the organization for eight years in various positions. The employee probably knows more about the organization and people than anyone around. The employee has been on the present job for four years. Any job you give the employee gets done –not so spectacularly or particularly fast, but it gets done. The employee is well respected in the organization and often serves as an informal counselor to younger workers with personal problems. You have tried numerous times to get the employee more involved in the organization. You think if the employee was ever willing to help out on some of the decisions by making recommendations and participating it would really help. As it is, the employee tends to wait for a specific assignment and then do it. The employee doesn’t seem to be able to get the big picture and help solve some of the problems or decide what needs to be done. The goals for this period were: (1) achieve an average of accounts receivable not to exceed 25 days by June 1st, (2) complete training of three replacements for key positions in shipping by June 1st, (3) complete design specifications for the new inventory system by June 1st. It is January 1st; you suspect that the employee lacks self-motivation. Nothing is done on the training and accounts receivable. The design specifications are already done. You suspect the employee is waiting for specific instructions.
Performance discussionPractice two (be ready to enact these in class) Employee’s role: You have been working for the organization for eight years. You have survived three top administrators and six department heads. Things never change. They are still as messed up as they were 20 years ago. Why try? You do your job and you do it well, but you are not about to go sticking your neck out anymore. Let the younger people fight the system. You will be glad to work an honest forty hours a week, but you are not about to get ulcers and worry about work at home. Life’s too short. Let the managers do the worrying. That’s what they are paid for. The goals for this period were: (1) achieve an average of accounts receivable not to exceed 25 days by June 1st, (2) complete training of three replacements for key positions in shipping by June 1st, (3) complete design specifications for the new inventory system by June 1st. You have completed the specifications. You tried a couple of times to get the accounts receivable problem solved, but no one wants to cooperate. Training the three replacements has been hard because they don’t have the right background and are kept so busy doing other things they never have time to sit down and learn. It is now January 1st.
Exercise A Customer Service Representative is entering incorrect zip codes, U.P.S accounts, and Sales Reps codes in the MAS 200 order system. As a result, many shipments have ended at the wrong address. There was a meeting held between the employee and his manager. Examples of the errors mentioned above were presented to the employee. Further training was offered to minimize errors. The employee did not take the criticism too well. He explained that the errors were minor, and that “we all make mistakes”. The employee then asked if he would be put on the commission incentive plan. He was told that he will not receive the incentive until his performance is reviewed again in 6 weeks. Think about the recommendations that you would provide to the employee’s manager regarding how to handle the upcoming performance review meeting in six weeks.
