Here's how you can have a successful feedback conversation in computer engineering.

Feedback é muito importante para contribuir com o crescimento pessoal e profissional, bem como para a melhoria contínua do processo de desenvolvimento de projetos. Se preparar antes para receber ou fornecer um feedback é indispensável para ter clareza para ambas as partes onde juntos devem chegar.

Según mi experiencia, se resume en que cuando recibas retroalimentación, busca ejemplos concretos y consejos sobre cómo mejorar. Reconoce tus logros y mantén una mente abierta ante las áreas de mejora. No lo tomes de manera personal; en cambio, úsalo como una oportunidad para crecer y desarrollarte profesionalmente

El feedback es necesario a lo largo de la vida profesional, independientemente del momento en que esta se encuentre. Cuando uno es novato y está aprendiendo con el fin de mejorar las aptitudes, es necesario poder recibir la información desde un punto de vista externo de como se está llevando a cabo el desempe?o para valorar si se está haciendo lo correcto o hay que tomar mediddas para mejorar. Del mismo modo, cuando uno es experimentado y tiene gente a su cargo, necesita el feedback de estas personas para no perder el foco sobre la manera en que la gestión es realizada y obtener un punto de vista externo que permita consolidar y mejorar dicha gestión del equipo de trabajo.

Feedback is key to the success of software development. Before you do a feedback session, prepare a clear plan and select a user set which well spread among all types of users, age group and hierarchy. This makes sure you capture the good and the bad during the software implementation.

I completely agree with this, not just with the feedback conversation one should be preparing before all the meeting to clearly set the agenda. When multiple stakeholders are involved it makes it difficult to reach the final conclusion until the perspective is clear. How much time will you be giving to prepare? This depends on the complexity and the nature of the task It varies largely based on these two parameters.

Be sure you have a few key points that you plan to address. Starting positive is very helpful especially if the leader can comment on recent changes as a result of past coaching. Once a leader begins to address areas that need improvement it is important to stay on the topics you planned to address. Be honest, be helpful, offer solutions, but also ask the employee for their ideas too. I like to end the session on more positive notes.

One thing I have found helpful: Starting with positive feedback creates a more open environment. Highlight what the team member did well before discussing improvements. This encourages constructive dialogue. Actually, I disagree with: Overdoing praise can dilute important feedback. It’s crucial to be genuine and concise with positive remarks. An example I have seen: During a university project review, a group member praised our innovative approach before suggesting improvements in documentation. This boosted our confidence and receptivity.

Team should be given a heads up on how the solution is impacting the customer mentioning the positive sides. This brings in confidence and an appreciation from leadership on the efforts of the team. Once that tone is set, move on to suggestions for improvement and the impact that will have on the performance and business side.

Absolutely, It sets the environment as positive and the feedback is also taken positively. And if the starting tone itself is negative then the conversation may go in a different direction altogether.

O início de um processo é muito importante para seu êxito. Em se tratando de uma intera??o mais técnica, fica muito evidente a necessidade de se abordar um fator desta natureza no feedback (código, algorítmo, projeto). Acho importante que esta abordagem seja feita de maneira empática e sempre levando em conta o esfor?o positivo exercido pela equipe, com foco nas metas já alcan?adas e (por que n?o?) eventuais elogios do procedimento. Trata-se de uma forma de conquistar mais confian?a e tornar o ambiente um pouco mais produtivo e eficiente.

One thing I have found helpful: Providing detailed feedback with specific examples makes it easier to understand and act on. For instance, mentioning the exact function that needs optimization gives clear direction. Actually, I disagree with: Being overly detailed can sometimes overwhelm the recipient. It’s important to be specific but also concise to keep the feedback manageable. An example I have seen: During a peer review, a colleague pointed out a specific function in my code that caused a performance issue. They explained the exact problem and suggested a solution, which made it easy for me to fix the issue.

When providing feedback, clarity and specificity are crucial for effective communication and improvement. Here are detailed steps to ensure your feedback is clear and actionable: Start with Positive Remarks: Build Rapport: Begin by acknowledging the recipient’s efforts and successes. This helps to set a positive tone and makes them more receptive to your feedback.

Actually I don't agree completely with this. The more specific we go the less efforts people can make themselves. So yes in my opinion the feedback should not be vague it should clearly highlight the key points but again some details should be left for the willingly.

The employee must know exactly what needs to improve. If there are many things, pick some low hanging fruit to build momentum. And once the goal(s) are set they need to remain stable. It builds trust to receive a consistent unwavering message. Reflection on actual examples is one of the best ways to give feedback and illustrate expectations.

Provide concrete examples and clear, actionable suggestions. Specificity helps eliminate ambiguity, making it easier for the recipient to understand and act on your feedback. Explain the impact of the issue and how to improve it. Always try to follow your on thoughts and try to avoids unnecessary or invalid details

Transforming feedback into a dialogue rather than a monologue is crucial in the team. By inviting colleagues to share their perspectives on code implementations or design choices, we not only foster a collaborative environment but also uncover valuable insights that might otherwise be missed. For example, I once worked on a project where a seemingly minor design choice led to significant performance improvements, all because we encouraged open discussion. What approaches do others take to ensure feedback sessions are collaborative and not one-sided

Engaging in a feedback conversation should be a collaborative and interactive process. Encouraging dialogue and understanding your colleague's perspective is crucial for effective communication and problem-solving. Here's a structured approach to ensure your feedback conversation is two-way and productive: Initiate with Positivity: Build Rapport: Start by recognizing your colleague's efforts and successes to create a positive atmosphere. Example: “I really appreciate the efficient algorithm you implemented for our data processing task; it has significantly improved our throughput.”

Fueling dialoguing in conversations involving computer engineering creates room for mutual understanding, collaboration, enhanced problem-solving, empowerment, and reduced defensiveness. By considering that feedback may involve criticism, you can ensure that the conversation remains constructive and focused on positive outcomes. This will help boast your team dynamics and project results.

La retroalimentación debe centrarse en apoyar el crecimiento y el aprendizaje. Por ejemplo, si un compa?ero tiene problemas con su código, podemos sugerir sesiones de programación en parejas para resolver problemas juntos y compartir conocimientos. Además, recomendar recursos en línea como cursos y tutoriales puede ser muy útil. También, las oportunidades de colaboración en proyectos permiten aprender y aplicar nuevas habilidades. Al ofrecer apoyo y recursos, fortalecemos la cultura de aprendizaje continuo y contribuimos al éxito colectivo.

I make sure to let people know that we are all in this together and that I am here to help. Pair programming is a good practice and can really help someone, as long as they are in a trusting environment. We all have had moments where learning new skills was critical to our success and the learning never stops. Continuing to use new skills is the best way to form new habits.

I like to schedule periodic follow up meetings to ensure things are going well and perhaps see if there is anything else I can help with. If initial coaching goes well the person generally willing to seek additional help. Later on, just swing by for a quick hello and ask how it's going. I know in my life I have been willing to work much harder for the leader that was committed to my success.

It's also a good habit to occasionally seek feedback on your performance and personal development outside of standard appraisal cycles. It can be simple as asking your colleagues or manager 3 simple questions: 1. Are there any good points/things/habits/behaviours that I should continue doing? 2. Are there any areas which I can gradually improve on? 3. Are there any areas which require immediate attention to rectify and/or change/improve? These questions can help you receive actionable feedback on specific areas for your personal development.