Here's how you can effectively provide feedback and performance evaluations as a leader.

Before you give feedback, ask yourself why you actually want to give feedback? Sounds like a obvious question but I urge you to really think about it. Without a clear intention from your side, your feedback could be perceived as too vague and just a routine thing. When you give feedback make it mean something to you and the recipient. Do you want to share some appreciation? Do you want that your team member can grow? Do you want to address unresolved conflicts that disturb the team dynamics? Depending on your intention, your feedback will look very different. So make sure, before you give it, that you understand WHY you give it. And hopefully it is more than just to tick of corporate guidelines.

Para hacer una adecuada evaluación de desempe?o es muy importante crear objetivos de desempe?o claros, medibles y alcanzables, yo sugiero la metodología SMART, estos objetivos deben crearse en consenso, no imponerse, también como jefe es importante reconocer las peque?as victorias en la consecución del objetivo

Ditch the Vague Feedback, Get Specific! Imagine trying to give someone directions without knowing where they're going. That's what feedback can feel like without clear goals. As a leader, set SMART objectives with your team: Specific, Measurable, Achievable, Relevant, and Time-bound. This gives everyone a roadmap for success! Knowing what "good" looks like makes feedback clear and actionable. Did they crush their sales target this month? Awesome! Did their presentation need some polishing? No problem, you can offer specific tips to improve for next time. Clear goals keep everyone motivated too. Employees know what's expected and how to track their progress. It's a win-win for development and overall team performance!

One of my former employers had an evaluation process that still makes sense to me. It starts by an employee and their supervisor identifying their goals and objectives for the year. The input comes essentially from the employee and their supervisor encourages clarification or modification if needed and then signs off on the document. A year later this document is used as a benchmark to assess how much has been achieved as well as where additional efforts might need to be made. The intent is to encourage the dynamic teamwork that is needed for employees and their supervisors to grow and thrive--because when they do, the organization does as well.

In my experience giving and receiving feedback, two way communication is essential. When giving feedback, it validates that you are understood, it makes the other feel that you are there to listen as well, and show that you care and want to have a agreement and mutual understanding.

If you want your feedback to be constructive and not just a waste of time, be open to enter into a dialogue and be willing to receive feedback. Because some of your behaviors might trigger a certain respond on the other side. For example, if you give feedback that you want your team member to be more proactive, you might have to ask yourself where you are maybe to passive. You lead, you model the way. So take into consideration that some of your behavior triggers an unwanted behavior on the other side. My advice is, to be open to hear that and be honest with yourself to acknowledge that. That can create a huge trust because you show yourself as "imperfect" and as well responsible for the work relationship.

In my experience giving and receiving feedback, two way communication is essential. When giving feedback, it validates that you are understood, it makes the other feel that you are there to listen as well, and show that you care and want to have a agreement and mutual understanding.

I think the most important skill as a leader is helping the team upskill themselves. It's an imperative that a leader gives exact feedback and does not muddle the communication. Explaining particular instances wherein a member could have done things differently or instances where they could develop a particular skill of theirs, could help your team gain clear direction. Of course, there is more than one way to skin the cat but as a leader you must help your team upskill.

Either if you have to criticize or you want to express appreciation for the performance of your team, make sure you can recall some observations. The clearer and more precise you are with your feedback, the easier it is to be taken and to work with it. Also make sure that you are specific to describe which cause a certain behavior has, if it is supporting the performance of the team, or if it is destructive, inefficient etc. Only saying "I like or dislike your performance, behavior..." is just not enough. We want to understand what exactly caused that feedback.

Let's face it, just pointing out flaws isn't helpful. As a leader, you want your team to thrive! That's why feedback needs to be a conversation, not a lecture. Highlight areas for improvement, sure, but also offer guidance and resources to help them level up. Think of it like coaching, not critiquing. Show your team you care about their success! Offer training, connect them with mentors, or simply brainstorm solutions together. This supportive environment builds trust and makes everyone feel valued. When your team feels supported, they're more engaged, motivated, and likely to stick around. It's a win-win for everyone! Together, you can create a culture of continuous learning where everyone reaches their full potential.

Es fundamental en el proceso de retroalimentación y evaluación del desempe?o. Este paso va más allá de un simple procedimiento administrativo; se trata de una inversión en el capital humano de la organización. Al proporcionar apoyo y recursos, no solo se está reconociendo el valor de cada empleado, sino que también se está fomentando un ambiente de crecimiento continuo. Este enfoque constructivo puede llevar a una mejora sostenible en el rendimiento individual y colectivo, y es un reflejo de una cultura empresarial que prioriza el desarrollo y bienestar de su gente. Es una estrategia que beneficia tanto a la empresa como a sus empleados, creando un ciclo virtuoso de mejora y satisfacción laboral.

En mi experiencia: como profesional de RRHH en el sector bancario: Tuve la oportunidad de dise?ar y ejecutar un sistema de gestión del desempe?o basado en competencias, esto implicaba también el dise?o previo del modelo de competencias genéricas de la organización. Dentro del sistema: incluimos la formación a supervisores, líderes, gerentes con personal a cargo en temas como: técnicas de feedback, observación conductual de los indicadores clave de las competencias, generación de espacios de conversación en forma trimestral para un seguimiento oportuno y correctivo. Lo anterior, asegurando que la evaluación final, fuese una revisión final del cumplimiento de los objetivos estratégicos, individuales grupales dentro del Balance Score Card.

Um ponto importante a ressaltar é que após o feedback o líder deve incentivar o colaborador a criar um plano de desenvolvimento individual com a??es bem definidas e mensuráveis para ambos acompanharem a evolu??o dos pontos apresentados no feedback. Reconhecer os pontos apresentados e protagonizar um plano de desenvolvimento individual tornará o feedback mais assertivo, uma vez que o querer tem que partir do responsável pela a??o de mudar.

Um ponto a ser considerado no feedback diz respeito a dar previsibilidade ao cérebro do interlocutor, se você inicia o feedback sem dar previsibilidade, o seu interlocutor ficará sempre em modo de alerta e com baixa escuta. Um exemplo seria: "Eu tenho algumas sugest?es de melhoria para o projeto "XPTO", podemos falar sobre isso?" Dessa forma o seu interlocutor já sabe o tema central da conversa e n?o terá surpresas.

I would suggest, that you establish a feedback culture that is continously ongoing. Share with your team that you give each other feedback not just during a performance assessment meeting but also otherwise. That can decrease the heaviness of a once every year-meeting, where you have to put everything in it. Distribute your feedback ideally over the whole year. When you notice something, either great or not so great, share it. Feedback should take place every day, as every day is different.