Feedback is a crucial tool for improving performance, motivating employees, and developing skills. However, giving feedback can be challenging, especially if you want to avoid bias and ensure effectiveness. Here are some tips to help you deliver unbiased and effective feedback as a supervisor.
We all have unconscious biases that can affect how we perceive and evaluate others. These biases can distort our feedback and create unfair or inaccurate impressions. To avoid this, you need to be aware of your own biases and challenge them. For example, you can ask yourself if you are being influenced by stereotypes, personal preferences, or emotions. You can also seek feedback from others who have different perspectives or experiences.
In my experience, it is always best to give feedback when you both are in a calm situation, and immediately provide a fall back plan if it was a negative feedback and/or ask the employee to propose some corrective actions
We get asked the Question when we are learning to become Instructors within the British Army. Sometimes, no matter how hard one tries, it is difficult not to be biased on certain situations For example: You may be training someone within your team/department that you work closely with daily. You may be training someone who has had a positive influence in your career You may be training someone who has literally saved your life!! You may be training someone who you dislike All these are common in the military which is why we do the following: Stick to the facts (always helps) Apply the guidelines of a debrief format (this reduces massively any potential conflict) With these, being biased reduces massively ??
Another way to reduce bias and increase effectiveness is to use objective criteria and evidence to support your feedback. Objective criteria are standards that are clear, measurable, and relevant to the job. Evidence is data or facts that show how the employee performed against the criteria. For example, you can use sales figures, customer ratings, or project outcomes as evidence. Avoid using vague or subjective terms like "good", "bad", or "nice".
When giving feedback, you should focus on the behavior and impact of the employee, not on their personality or traits. Behavior is what the employee did or said, and impact is how it affected the results, the team, or the organization. For example, instead of saying "You are lazy", you can say "You missed the deadline, which delayed the project and caused frustration for your colleagues". This way, you can avoid personal attacks and help the employee understand the consequences of their actions.
Feedback should not be only negative or only positive. Negative feedback can demotivate, discourage, or defensive employees, while positive feedback can boost, encourage, or complacent employees. Therefore, you should balance both types of feedback and provide them in a timely and appropriate manner. For example, you can use the sandwich method, which involves giving positive feedback before and after negative feedback. You can also use the SBI model, which stands for Situation, Behavior, and Impact, to structure your feedback.
Feedback should not be a one-way communication, but a two-way dialogue. You should invite the employee to share their thoughts, feelings, and perspectives on the feedback. You should also listen actively, empathize, and acknowledge their responses. This way, you can build trust, rapport, and understanding with the employee. Moreover, you should encourage the employee to take action based on the feedback. You can help them set SMART goals, which are Specific, Measurable, Achievable, Relevant, and Time-bound, and offer support and resources.
Finally, you should review and follow up on the feedback you gave. You should monitor the employee's progress, performance, and behavior, and provide ongoing feedback. You should also check in with the employee regularly, and ask them how they are doing, what challenges they are facing, and what support they need. This way, you can reinforce the feedback, celebrate the achievements, and address the gaps.