What are the most important things to consider when giving feedback to employees?

In my view , feedback is termed as tough feed to get improved returns So it’s very important that receiver is conducive and is in a mode to receive . Environment does not pose security threat to receiver . After ensuring that receiver is ready to absorb , feed to be shared as Positive - improvement area - strength of receiver in a structured manner Instances and Data to be shared while narrating . This is called Sandwitch method to share feedback . Utmost care to be taken to not make it critic session . An action plan coming out from Receiver at the end of the session is sign of effective feedback .

When giving feedback the most important thing to consider is making sure the suggestion’s steer the employee toward aligning their actions and decisions with the company's goals, supporting the wider objectives of the organization.

Life is a matter of choices whether it is in professional or personal domain. Steering mind and heart is critical while taking a call towards a challenging situation. Nothing right or wrong;rather every decision has its own results which one should be ready to embrace. No regrets but learning all the way as we cannot afford to repeat a mistake on the path of becoming evolved. get going!

Over the last 20 plus years, I have managed/ employed every type of personality there is. So in my opinion, it’s a basic concept of the following. Respect, Honesty, Being Clear with Expectations, Providing Context and at the end, Encouragement. These are pretty straight forward concepts. Be prepare with notes and examples of specific situations. I don’t rush the time I plan to sit with my staff. Lastly, engage the employee for their feedback.

Meiner Erfahrung nach ist das jaehrliche Feedback-Gespraech fuer Mitarbeiter oft gleichbedeutend mit: "Jetzt wird Chef mich kritisieren". Das strukturierte Gespraech wird oft als "Negativ-Gespraech" empfunden, anstelle positive Akzente zu setzen. Ich denke, anstelle eines jaehrlichen Feedback-Gehalts-Zielerreichungs-Gespraechs ist der regelmaessige Austausch wichtig, oft auch "zwischen Tuer und Angel". Wenn ein Mitarbeiter immer wieder die Moeglichkeit erhaelt, zu erfahren, ob er seine Aufgabe richtig oder falsch macht, ob die Ideen gut oder schlecht sind, wenn er die Bestaetigung erhaelt, dass seine Ideen gut sind, Beruecksichtigung finden, oder aber eben nicht - dann ist man gemeinsam auf dem richtigen Weg. Ohne strukturiertes Feedback.

Neben dem SBI Modell als einem Kommunikationsansatz prim?r vom Feedbackgebendem zum Feedbacknehmenden erweist sich auch die Ermutigung zu ehrlicher Selbstreflexion als sehr effektiv. Die Beobachtung kommt dann vom Feedbacknehmenden selbst und nicht ?von au?en“. Der Lerneffekt ist in dem Fall deutlich h?her als über SBI geschilderte Eindrücke der beobachtenden Person.

Stellen Sie klar, dass Feedback eine Form der Wertsch?tzung ist. Wer sich Zeit nimmt, ein Feedbackgespr?ch zu führen, ist daran interessiert, die andere Person wachsen zu sehen und sich gemeinsam mit ihr zu entwickeln. Das SBI Model kann helfen, objektiv zu bleiben. Dennoch ist Feedback immer eine menschliche Interaktion und bedarf Wertsch?tzung und ein Gespr?ch auf Augenh?he. Der ausgewogene Dialog ist hier wichtig. Es muss klar werden, dass sich beide Gespr?chspartner gemeinsam entwickeln wollen. Dafür ist ein Feedbackgespr?ch auf Augenh?he unabdingbar. Feedbackgespr?che sollten unabh?ngig von der Hierarchiestufe beidseitig m?glich und normal sein.

Al momento de querer proporcionar feedback a cualquier miembro de equipo debemos tomar en cuenta lo siguiente: tener el lugar adecuado, utilizar el Modelo SBI, ( describir la situación y los comportamientos específicos que queremos corregir) y a su vez preguntar cuál es el impacto que genera de manera negativa al hacerlo; será que se alinea con la visión de la empresa? también preguntar qué impacto positivo ganaríamos si lo hiciera de la forma correcta, es crucial que al momento de dar feedback estemos al servicio de la persona, esto generará confianza y percibirá el deseo de corregir sus oportunidades! Recuerda ser gente al servicio de la gente !

Yo he creado mi propio método PEAS: Pregunta, Escucha, Analiza, Soluciona. Realizar preguntas amigables que permitan romper el hielo, darle confianza para que también me pregunte. Escucho cada detalle (independientemente de la situación), luego analizo planteando otras preguntas para cruzar información y me atrevo a compartir una solución a las cosas, lo cual no quiere decir que es un problema. Es probable que las cosas anden bien y la solución es continuar mejorando y ademas hacerle saber que también aprendí gracias a él. Tengamos en cuenta que no somos cubos vacios por llenar, sino, somos llamas por encender.

Usar el coaching feedback model: GROW model: G: Goal R: Reality O: Options W: Will Goal: Meta que se desea alcanzar al final de la reunión. Reality: Qué esta sucediendo ahora? qué recursos tenemos? Options: Qué ideas se nos ocurren para alcanzar la meta? Will: ?A qué se puede comprometer, quién lo hará, para cuándo?

Over the years I learned that whatever we believe to be constructive, or improvment feedback, may not resonate well with the receiver. I would encourage a deep dialogue approach, where the feedback giver asks good questions to the receiver, questions which should reveal how the receiver feels about his overall or specific performance, and what he/she thinks works well or can be improved. And that should be the starting point for our feedback, which will be much better received, because, by letting the receiver express first, we establish a good foundation for trust and open communication. Remember, we all live in different paradigms, what drives us may not move others... Let's enhance our empathy by asking open, meaningful questions.

In my opinion timely Feedback is crucial for an employee growth and improvement. However giving a constructive feedback is a great skill which is often overlooked. Its very important to create a balance between both positive & negative aspects of employee. Recognize & appreciate the positive outcomes it will motivate employee to do well. While discussing negative aspects, try to be specific. Give examples of incidents reflecting certain behavior or action which needs improvement. Never associate a specific behavior/action with employee's personality as it will sound as a personal attack. Provide support by giving suggestion to improve. Feedback is a two way communication so encourage it and listen to employee perspective as well.

Initiating the dialogs with the positives does really sets the tone for a comfortable discussion, but it need not necessarily steer that way altogether. You also need to make them accountable and responsible for their negative notions as well. That tells them: 1. They aren't getting away from their actions. 2. This acts as a hindrance to their growth trajectory. 3. If they became a leader tomorrow, this is the way to go. That apart, it is also important to demonstrate our acknowledgment to their positive contributions. That their performance is not always outcasted in a binary of right or wrong. It is sometimes about their progress relative to their own self.

Generalmente nos centramos en corregir errores debemos cambiar el foco 80/20 a resaltar los logros y buenos desempe?os. Generar motivación contribuye a que las personas sean más conscientes con su desempe?o e indirectamente comenzarán a corregir sus errores

Aus Sicht der st?rkenorientierten Führung ist es ratsam zu prüfen, welche St?rken als Ressource herangezogen werden k?nnen, um Schw?chen auszugleichen. Ggf. k?nnen sich auch teamintern Personen in gemeinsamer Arbeit unterstützen und fehlende St?rkenfelder auffangen.

When giving feedback to employees, ensure it's constructive and specific, focusing on behaviors and outcomes. Be timely and relevant, linking feedback to current projects or goals. Approach it as a two-way dialogue, as mentioned here, inviting their perspective and fostering a culture where feedback is shared openly and reciprocally. Tailor your feedback to individual communication styles for better understanding. Embed it in regular development discussions, framing it as a pathway for growth. Encourage employees to self-reflect and offer their feedback to you, establishing an environment of mutual trust and continuous improvement. Employees should feel safe to share their own feedback if a safe space to do so is created.

When giving feedback being specific, clear, timely and thoughtful is critical. Be sure to leave space for the person you are talking with to respond and ask questions to learn from your your feedback to grow. The times we grow the most is when we are learning!

Richtigerweise geht Feedback nicht nur damit einher, Verhalten, Leistung, Erfolg, Misserfolg von Mitarbeitenden zu bewerten, sondern auch damit, L?sungen aufzuzeigen: Was kann verbessert werden? Wie kann es verbessert werden? Wie k?nnen Potentiale besser und effektiver genutzt und umgesetzt werden? Es kann auch helfen, die internen Prozesse so zu gestalten, dass dieser Weg begleitet wird und dass "Zwischengespr?che" oder "Monthlys" vereinbart werden, um den Fortschritt zu begleiten. Als Führungskraft sollte man Ver?nderungen und Verbesserungen begleiten, da dies in der Regel eine Motivation für die Mitarbeitenden darstellt und man selbst "up to date" ist.

I think it's very important that your team feel comfortable sharing with you. If you're always talking, that does not build a relationship. Make sure to ask them for their thoughts and also ideas! They might have great solutions for issues or even ideas for the growth of the business outside of their "role."

Genuinely care about the individual and their well-being. Often our feedback doesn’t come out perfectly but if the receiver knows we care about them our imperfections are less of a distraction.

As a start-up founder, I genuinely feel that every member of your team needs to understand the vision of the organisation and what it stands for and how it personally resonates with their core values. When they feel committed to the cause, it's more effective to give feedback as you can consider their own long term goals to suggest ways to reach that by effectively contributing to the organisation. You should play the role of a mentor while giving feedback, instead of a more traditional approach of appraisal.

We are all human beings, which means that we make mistakes. If we see that one or two of my employees did or doing something wrong I have to inform them directly and not wait for the evaluation otherwise the will keep doing what they are doing wrongly.

One thing I’ve found useful is to have weekly team meetings to talk about what we are doing, which problems have we met to achieve goals and which are the next steps. It’s very important to keep the team focused in the priorities and updated about the objectives as a team. Certainly, my priority is listening to my team and try to find solutions to the challenges that we face everyday and they feel that they are in the correct team!

En mi opinión un seguimiento semanal formal o informal permite ir adecuando la ruta de acción y aprovechar la sinergia que puede lograrse a través del apoyo del equipo hacia nuestro colaborador o de nuestro colaborador a otro miembro del equipo. Aunque la evaluación del desempe?o siempre hace un análisis individual no puede dejarse de lado que para lograr la mayoría de las Metas corporativas se necesita el empuje y coordinación de equipos de trabajo

Além dos pontos já citados, é importantíssimo ter o acompanhamento dos feedbacks n?o somente com reuni?es periódicas, mas também oferecendo suporte e recursos ou mesmo orienta??es adicionais para ajudar o funcionário a melhorar, como treinamentos, mentorias ou materiais de apoio. E claro, nunca esquecer de oferecer sempre o diálogo aberto, um gestor DEVE saber escutar e também entender os seus próprios pontos de melhorias para o time.

Consider these aspects also: 1.Clarity: Ensure your feedback is clear, specific, and understandable to avoid confusion or misinterpretation. 2.Active Listening: Be open to their perspective, encourage dialogue, and actively listen to their responses and concerns. 3.Timeliness: Offer feedback in a timely manner to reinforce the connection between actions and consequences. 4.Supportive Environment: Create a safe space for dialogue, emphasizing collaboration and growth rather than criticism. 5.Consistency: Maintain consistency in your approach to feedback to establish fairness and predictability. 6.Recognition: Acknowledge efforts and improvements made based on previous feedback to reinforce positive behavior.

Give them opportunity to showcase their potential. It might bring wonders for both organization and employees.Give them an aspect of leading a team, training other members, do some research, it will enhance things for all.

El liderazgo actual exige que seamos capaces de utilizar la herramienta de feedback desde una posición de mentoría para la autogestión. El coach debe ser un facilitador para crear momentos de autoreflexión y buscar que sea el mismo colaborador quien desarrolle las acciones que le motiven y generen valor. Por supuesto que siempre se debe dar dirección oportuna en el momento que haya desviaciones de impacto, pero para lograr un crecimiento sostenible es esencial que las personas desarrollen la capacidad de autoevaluar su desempe?o y encontrar en sí mismos y en sus superiores la guía para avanzar. Esto requiere construir círculos de confianza sólidos y vencer hitos jerárquicos.

When addressing tardiness, focus on the specific behavior and its impact on the team, rather than making personal accusations. Provide specific examples to illustrate the issue and offer solutions to help the employee improve. Seek collaboration and acknowledge progress to encourage the employee to take ownership and make positive changes.

Feedback is never welcomed unless it is seeked ..remember to give feedback one has to be receptive Sometimes people have a belief that any comment ..can be a feedback.. No. A comment given during discussion is not a feedback..that can be instant recognition or instant Criticism..but not a feedback. So feedback a context has to be there and it is a dialogue. Feedback has to be structured and organized.Feedback has to be as objective and not a vague statement. Feedback has to be such that it can lead to some action plan..if it does not lead to improved performance then it's an action in futile