The Challenge
Most employees agree that they simply don’t get enough feedback about their work. Some complain that their boss waits until the performance review to provide information. In fact, even after the annual performance review only about 6% of employees say they are clear on the one or two areas that need more focus and development.
For most employees the performance appraisal and feedback process feels more like a once in a while event that is done to them rather than an empowering career development process where they have a meaningful role.
The notion that employees need to wait for their manager to provide feedback is out of date. We are all responsible for our own careers and development, so why wait for someone to give us feedback on how we’re really doing?
What Employees Everywhere Need to Know But Won't Learn Unless They Ask
Managers, employees and HR have long lamented the performance review process. We tell our managers it’s their responsibility to provide feedback all throughout the year. Yet, because these conversation can be awkward or confrontational key information is withheld. Many managers admit to waiting until the issue that needs to be raised has turned into a persistent pattern, or worse, they are ready to fire the employee. On top of all this we’re all doing more with less and managers simply don’t have the time to keep these conversations top of mind.
Who is Responsible for Initiating Feedback Conversations?
While we communicate that the manager is the person responsible for providing feedback it’s actually more effective to have employees shop around for feedback by proactively asking for it. When I give others permission to give feedback I’m demonstrating I care, I’m open to the information and I’m mentally ready to hear it. I can also take action on something that needs my focus now rather than waiting until its in writing and it’s too late to do anything about it.
Session Takeaways
This session will equip your employees with next practices designed to assess their own contributions, ask for feedback and gain skills to provide feedback to others.
- The three questions we must all ask on a regular basis to comfortably obtain feedback.
- Why we get defensive when receiving feedback and how to manage our reactions.
- An employee-focused visual model, which demonstrates that performance is comprised of Behaviors (how one conducts themselves on the job) and Job Competence (responsibilities, technical skills and goal achievement).
- Three approaches to comfortably provide feedback.
- Tips and practice on navigating difficult workplace discussions.
Tools Attendees Will Take Away
- Job aids that take into consideration your organization’s performance management philosophy, competencies and values.
- Practical tips and wording on asking for and giving feedback.
Who Should Attend?
This session is appropriate for all employees (including managers).
Contact Employee Performance Solutions for more information or to schedule a Giving, Receiving and Asking for Feedback Workshop for your organization.
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