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1. Giving Feedback The Key to a Successful Performance Management System 2. Traditional approach to performance management ã Performance management = performance review…
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  • 1. Giving Feedback The Key to a Successful Performance Management System
  • 2. Traditional approach to performance management • Performance management = performance review • “Grievance culture” • Competitive evaluation  forced bell curve • Resentment, power struggles • Little effect on employee engagement and performance
  • 3. “Performance management is a waste of time. Managers don’t want to do appraisals and staff don’t want to be appraised.” - Michael Sheehan, Professor of Human Resource Management at the University of South Wales, the United Kingdom “‘Performance management is a waste of time,’ claims HR professor,” Times Higher Education, June 18, 2008
  • 4. Amore effective performance management model • Coaching and development-based • Viewed as a process, not an event • Centered on giving feedback that is clear, consistent, and continuous
  • 5. • In pharma/biotech, technology, academia, and other fields that are knowledge-management based • People in these fields are promoted primarily for technical skills and not management ability Feedback can be a special problem…
  • 6. So, how does one give effective feedback in a college/university setting?
  • 7. Types of feedback • Positive feedback is information about a specific behavior or event that you want reinforced and repeated • Tells employee what s/he did well • “Motivational feedback” • Developmental feedback is information about a specific behavior or event that you want improved or enhanced • Helps employee modify behavior to meet or exceed performance expectations
  • 8. • Express appreciation • Be as specific as possible – describe • Get personal • How did the employee’s effort(s)/action(s) make you feel? • How did it positively affect your ability to do your job? • How did it positively affect other team members? • Get global • How did the employee’s effort(s)/action(s) positively contribute to a larger organizational goal or echo/reinforce an aspect of the organizational culture? • Encourage the employee to act in similar ways in the future Guidelines for giving positive feedback
  • 9. • Timing – give positive feedback immediately and often • Be sincere – don’t praise someone for doing their job • Make sure the scale of the praise is appropriate • Determine whether it’s best to praise privately or in public Positive feedback: other considerations
  • 10. • Express concern • Make feedback specific and evidence-based • Focus on actions and outcomes, not abilities or personal characteristics • Be explicit about what you want done differently • Stick to the facts and do not exaggerate • Do not use extreme words like “never” or “always” • Ask questions – seek the employee’s point of view • Frame feedback within the greater context of your group’s/organization’s goals • Be clear about consequences Guidelines for giving negative feedback
  • 11. • Timing – give developmental feedback within 24 hours • The “cool-down” period • Give developmental feedback less often than positive feedback • Prepare and review your comments • Discuss one to two items at most during a developmental feedback session • Don’t sandwich critical feedback in between praise • Don’t sugarcoat – be direct but kind • Encourage employees to make recommendations for their own improvement Negative feedback: other considerations
  • 12. Case Study 1: Charles • Charles is a Programmer on the IT team who reports to you • He is usually quiet, but has very good ideas • Charles recently spoke up for the first time at a team meeting you led, giving some excellent suggestions about how to communicate to end users on an upcoming project. The team decided to implement his ideas How would you give Charles feedback? In Charles’s review in 90 days, what would you include in his individual development plan?
  • 13. Case Study 2: Jane • Jane is a Senior Fundraiser at a prestigious cancer research Institute who reports to you, the Chief Development Officer • Jane applied to be Chief Development Officer but you, an external candidate, were selected for the role • Jane is extremely organized, very good with the Board, has an excellent relationship with the President of the Institute • You recently discovered that Jane was spending 40%+ of her time making travel arrangements and maintaining the calendar for the President, at his request • Simultaneously, Board members have complained that they aren’t getting their Board meeting packets on time How would you give Jane feedback? In Jane’s review in 90 days, what would you include in her individual development plan?
  • 14. Case Study 3: Dudley • Dudley is a Department Assistant who reports to you • You asked Dudley to have a PowerPoint presentation ready at 10:00am on 11/15 for a meeting with the Dean that was scheduled for 3:00pm on 11/15 • Dudley left the presentation on your desk at 9:00am on 11/14 • In reviewing the slides, you noticed two of the ten pages have typos How would you give Dudley feedback? In Dudley’s review in 90 days, what would you include in his individual development plan?
  • 15. Case Study 4: Sarah • Sarah is a Senior Developer of Long Distance Learning at ABC College, just promoted to her first management position • She reports to you, the VP of Long Distance Learning • Sarah has been very successful in helping faculty turn their classroom lectures into online courses • Several key reports have left in the last two months • You have overheard Sarah give feedback on three occasions, and all of it has been negative How would you give Sarah feedback? In Sarah’s review in 90 days, what would you include in her individual development plan?
  • 16. Case Study 5: Andre • Andre, a renowned scholar, has just been hired from a major public institution to fill a new Board-endowed Chair of American History at a prestigious liberal arts college • You are the History Department Chairman at the liberal arts college • Andre has thrown temper tantrums directed at support staff and researchers in the History Department and the Human Resources Department • The outbursts included language that might be construed as insensitive to women and minorities How would you give Andre feedback? In Andre’s review in 90 days, what would you include in his individual development plan?
  • 17. Q & A
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