- Feedback should be impersonal, that is, not to refer to the individual directly which can be done by avoiding the use of YOU and I.
- Concentrate on specific behaviours. it should be very specific in a way that it will not an overall observation.
- After observational behaviour, feedback should be followed on a regular basis.
- Feedback are mostly accepted when its source are credible, expert and attractive.
- Feedback should be in concrete and factual terms so as to describe how a job holder actually performs but sometime when feedback needs to be evaluative, then it should be based in terms of established criteria.
- Feedback should be easy to understand and it is important to check whether the feedback was understood.
- Perceptions, reactions and opinions should all be presented straight forward.
- Concerning a specific area of performance, it is advisable that it is done on a rating of high and low points.
- Suggestions should be made so as to improve performance when discussing about performance problems.
- Feedback should not be emotional as it may hurts staffs.
- Feedback should be concerned with factors or variables which is being controlled by the job holder.
- The person providing the feedback should deal rather than persuade when rising defences or emotiontial reactions are seen.
- Feedback should easily be accepted by the receiver and accept it as it is.
- Feedback should be done at the right time and moment.
- feedback is more productive when job holder show the improvements to be done.
- Feedback should be comprehensible from the receiver's perspective and also the team leader needs to select the issues to be discussed and at which depth.
Friday, 9 September 2011
Part2:11 What guidelines for framing and commnunicating performance feedback would you recommend to a manager about to conduct formal performance reviews for the first time?
The guidelines are:
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