This performance feedback course will:
- Explain the value of feedback and its impact on employee engagement.
- Suggest a model for providing employee feedback.
- Prepare those attending to deliver feedback to others with confidence.
Feedback is an essential part of the dialogue between managers and their direct reports. Feedback not only reinforces positive behaviors and encourages development, it can also prevent performance problems or catch them sooner rather than later. Most managers and supervisors know they should give feedback. Yet, many aren’t exactly sure how to begin conversations – especially if they’ve been putting them off for some time. This workshop focuses on feedback skills and the importance of establishing a regular dialogue with employees. This program explores the ins and outs of employee feedback: how to prepare for it, how to give it, and how to use it as a tool for increasing employee engagement.
At this program’s conclusion, participants should be able to:
- Use feedback as an engagement tool.
- Deliver employee feedback comfortably and confidently.
- Develop performance solutions with employee input.
- Provide positive reinforcement and show employees the value of their work.
- Resolve any concerns employees have about what they’re being asked to do.
- Successfully manage employee resistance.
- Make “feedback agreements” with employees to avoid future problems.
- Approach employees who agree to improve their performance but don’t.
The following outline highlights some of the course’s key learning points. As part of your training program, we will modify content as needed to meet your business objectives. Upon request, we will provide you with a copy of the participant materials prior to the session(s).
Developing an Effective Feedback Model: Participant Input and Agreement
This program opens with three charting activities: the value and purpose of feedback, what participants already know about giving feedback, and obstacles that make giving feedback difficult. Next, group members will work in teams to identify how they like to receive feedback and craft a model that illustrates how they believe feedback should work. Following that activity, we will compare the models against a few well-known systems and review statistics that support the importance of regular workplace feedback.
Fitting It In: When to Give Feedback
These days, most managers are working managers. They have their own tasks to complete in addition to supervising the work of others. This program segment addresses time management and feedback. During this part of the workshop, participants will identify opportunities to give both informal and formal feedback to those they supervise. Additionally, they will consider a daily checklist of five questions to identify opportunities for letting people know how their work is or is not helping the team achieve its goals.
What Good Feedback Looks and Sounds Like: Picture Perfect
Good feedback skills require an awareness of and adherence to some basic guidelines and principles. In this part of the workshop, participants will consider ten statements. Based on their understanding of good feedback, they will determine whether the statement is an example of well-delivered feedback or if it needs a makeover. Next, we will review guidelines for preparing and delivering effective feedback and rewrite the statements identified as needing attention during the previous activity.
Agreeing in Advance: How to Give and Receive Feedback
When managers and employees agree in advance on how feedback will be given and received, they can avoid confusion, awkwardness, and hard feelings. In other words, if ground rules are in place, feedback sessions will then be more comfortable and productive for both parties. During this portion of the program, participants will practice setting the stage and develop an action plan for use back on the job. Using case studies, they will also create both opening and closing statements.
I Didn’t Expect That: Managing Employee Reactions
Despite a manager’s best efforts, from time to time employees will not see feedback as a positive experience. This part of the program looks at six ways employees can respond to feedback they view as criticism and how managers can manage those reactions in a way that leads to a positive outcome. In addition to looking at reactions, this seminar segment also explores the value of questions and how to use them to help employees see new perspectives and reach positive conclusions.
Seriously, You’re the Person Telling Me This?: Credible Communication
When managers don’t walk their talk, they lack credibility in the eyes of the people they supervise. In this part of the course, participants will consider how their track record will influence how employees perceive feedback. We’ll look at specific actions managers can take to build their credibility and solutions for repairing credibility if it has been damaged by past behaviors.
When Employees Agree to Improve Performance but Don’t: New Agreements
Sometimes feedback addresses issues that have previously been brought to an employee’s attention. When addressing reoccurring problems, it’s important to develop a new agreement that includes consequences for continuing unacceptable behaviors. This part of the program focuses on correcting ongoing problems and how to do so in a way that is systematic and fair.
By the conclusion of this training course, participants should be well prepared to deliver formal and informal performance feedback to those they supervise.