11. What guidelines for framing and communicating performance feedback would you recommend to a manager about to conduct formal performance reviews for the first time?

11.  What guidelines for framing and communicating performance feedback would you recommend to a manager about to conduct formal performance reviews for the first time?

In the Performance Appraisal Process the role of the assessor is to counsel, encourage and guide the employee through effective feedback for improved performance.  As such to ensure that feedback is constructive and achieve its aim, when giving feedback, the manager must:

•         Be specific and not general (clearly state events/facts that occurred)

•         Be positive, constructive and solution - oriented

•         Focus on specific behaviour, not on the person or the intentions

•         Share observations and be constructive

•         Explain consequences of this behaviour

•         Ask for individual’s view

•         Ask the person how she will correct the behaviour

Feedback should not be directed against the person but should refer to the job performance, to observed behaviour. 

We can have 2 types of feedback:

Positive Feedback	Feedback for Improvement
•         Apply  to situations where a person did a good job •         Reinforce/ highlight specifically why or how the employee did a good job. ð  What was said or done ð  Why it was effective	•         Apply to situations where a person did not perform up to standard. •         Provide instruction / encouragement. •         Ongoing — Not just when a person makes mistakes. •         Focus on observable facts, not assumed behaviour. ð  What was said or done ð  A suggested alternative ð  A specific reason why the alternative would be better

The Manager must observe some principles when conducting a formal performance review. 

Essential steps to conduct a performance review and effectively communicate feedback:

1.      Before the meeting

The manager must inform the employee in advance of the date, time and venue of appraisal meeting.

He will hand over a copy of the appraisal document so as to get prepared:

·        Consider his/her performance, make notes and assign score to that effect

·        Reflect on training needs prior to the discussion on the Development Plan

·        Insist on the importance of pre-work as being the basis for discussion.

Manager’s Preparation:

Fully know and understand what is the job of his employee – his objectives, KRA’s and associated KPI's.  Refer to notes / events that occurred during the review period.

Consider the employee’s contribution against his/her KRAs and Objectives - expected attitude and behavior and note specific facts, events which occurred during period under review.

Allocate provisional scores for each KRA (Note down facts/comments to justify scores given)

2.      During the meeting

·        Switch off cell phones.

·        Put the employee at ease, set agenda/objective of meeting at start.

·        Initiate and encourage discussion & two-way communication

·        Use active listening skills; ask questions to gain understanding.

·        Explain the overall rating and scores definitions.

·        Start by asking the employee for input on his/her strengths and accomplishments.

·        Discuss Strengths & areas for improvement in a way that shows the individual where changes should be made to meet expectations, or made to achieve even greater results.

·        Try to see things from the employee’s perspective; share your own experiences, if relevant.

·        Restate the expectations against KRAs and Objectives set at the beginning of the cycle.  Provide examples of the employee’s performance and share to what extent performance exceeded, met or did not meet expectations.

·         Present corrective feedback in a positive, action-oriented way.

·        Praise achievements.

If already finalised, start discussing on the future objectives