Here's how you can effectively give feedback during a performance evaluation.

Set the tone - evaluation is not personal but performance based. Provide constructive criticism. Look at positive performances, reinforce them and list down specific incidents on negative performances to support the justification. Provide solutions.

Start with positive comments about the employee's strengths and what they are doing well. Then provide constructive feedback on areas for improvement. Encourage the employee to share their own perspectives and self-reflections. Listen actively and be open to their views.

While it may surprise some employees, managers are often just as anxious about giving feedback as employees are about receiving it, even when the feedback is positive. But, whether it’s enjoyable or not, providing constructive feedback is one of a manager’s most important responsibilities. Done right, such exchanges are a powerful way to improve employee behavior and performance, but initiating dialog to critique someone’s work can be stressful if you’re not sure how to best approach the task. At the simplest level, the most effective feedback helps both the manager and the employee clearly and accurately identify the gap between expectations and output.

Be aware of the agenda for the conversation - prepare in advance around what has worked well and what are possible development areas. Don't shy from having difficult conversations - however, be mindful of the language used so that the inputs are taking more as developmental feedback rather than criticism. Always be specific and give examples when you're putting forth your points. Don't be in a rush and use this as a check-box item, but spend adequate time while having these conversations.

Dar uma devolutiva de uma avalia??o de desempenho é um processo crucial para o desenvolvimento dos profissionais a melhoria do desempenho organizacional. Importante revisitar exemplos específicos que apoiem os pontos de feedback. Isso ajuda a tornar a conversa mais objetiva e menos subjetiva mesclando aspectos positivos e de aprimoramento. Assegure-se de que a configura??o do local favore?a uma conversa aberta e franca sem interrup??es e que respeite a privacidade das informa??es. Esteja também preparado para ouvir o lado do colaborador e suas percep??es sobre a avalia??o.

Be professional in this conversation and don't only focus on the negative - spend some time talking about the positives/improvements seen on the team member's side so that there is acknowledgement on what they have been able to do right. Be respectful while sharing inputs with them, don't use rough language or a loud tone but be empathetic in your delivery. Always ask for the team member's thoughts so that it is more of a conversation versus a monologue!

Don't fall into a recency bias - for example when I give feedback it is not only for this one incident that happened let's say a day in advance but more of trend so that the employee understands where you are coming from. Bring up specific instances instead of more generic off-the road feedback. Also specifically explain what is the ideal expectation in terms of performance so that the benchmark is set accurately and also provide any recommendations/suggestions in terms of how this could have been done differently.

Performance appraisal is a very sensitive process. The evaluator, while maintaining the dialogue, should ask more open-ended questions to the employee. It is more of the employee talking rather than the evaluator talking. The weak areas should be highlighted as areas of improvement. Please provide the opportunities and time for improvement. Share the ecosystem for improvement. It is also advised to use "Third-Party-Story" effectively while giving feedback and sharing the expectations of the organisation.

El ofrecer el apoyo dará valor a tu liderazgo, puedes ofrecerte a ser su mentor, ayudarlo a hacer un plan de desarrollo con base a las oportunidades de mejoras y hacer seguimiento continuo. Es importante dar las herramientas para aumentar el desarrollo profesional del equipo, y para ello se requiere que agendes tiempo en tu agenda para ello. Recuerda que el resultado de tu equipo es tu resultado.

Schedule regular follow-up meetings to discuss progress on goals and provide ongoing support. Maintain a culture of continuous feedback, where employees feel comfortable giving and receiving feedback outside of formal evaluations.

Deve ser verdadeiro, transparente e motivador. Isso significa fornecer uma avalia??o honesta baseada em observa??es objetivas, comunicar claramente as expectativas e resultados, e reconhecer os sucessos para incentivar o progresso contínuo. Além disso, o feedback deve incluir desafios, identificando áreas de desenvolvimento e estabelecendo metas ambiciosas para estimular o crescimento profissional. Por fim, é essencial agir como um conselheiro, oferecendo orienta??o e sugest?es construtivas para ajudar os funcionários a melhorar seu desempenho e alcan?ar seus objetivos.

Mi recomendación general es que no des por bueno todo aquello que tienes previsto transmitir. Cuestiónate tus impresiones, incluso aquella que consideras que responde a información objetiva, ya que los sesgos nos pueden llevar a poner foco en aquello que ratifique nuestros juicios. Plantea la reunión como una conversación exploratoria. El modelo feedforward, tal vez más que el feedback, o al menos combinados, puede ser más adecuado para liberar el potencial de las personas .

One of the best things to do in a feedbacks session is “Ask” By asking and listen properly we could make the vision real. Sometimes we imagine something but the results is not as we expected. Sharing and gather insights by asking questions will help us to path the way to achieve it

1. Be Empathetic 2. Be Straight yet courteous 3. Talk on the basis of data 4. Offer advise only if he/she is ready to accept.