SUGGESTIONS FOR GIVING EMPLOYEE FEEDBACK

Fear of giving feedback is common, but employees want and need feedback, so here are some practical steps to becoming an effective giver of feedback:

Before the Meeting:

1. Ask yourself:

   - What is the purpose of this meeting?

   - Is it with a good-faith professional growth mindset?

   - Have I singled this person out because of any bias I may have?

   
   

2. What do I need to accomplish in this meeting?

3. List the positive feedback you will give, then the critical feedback you will present. Prioritize the items of critical feedback and choose those most immediate and essential so that there is no overload of negativity.

   
   

4. What might be the best meeting time and venue, which will create a comfortable setting to inspire open dialogue?

   
   

5. If given the option, ask yourself if you are the best person to conduct this interview.

The Meeting:

1. Open the dialogue with casual questions about the person’s weekend or some other activity to let them talk about their lives.

   
   

2. Begin with Positive Feedback—the Golden Rule. Be specific about the particular action the person took or contribution they made to the organization or the team.

   - Shows you are well informed and well-intended.

   - Assures the person they are a valued contributor to the organization.

   - Invites the person to speak about their work.

   - Sets a positive tone ahead of any critical feedback to come.

   
   

3. Introduce critical feedback with good faith, assuring them that your intent, like a coach, is to help them be their best and to support them in achieving your shared goal.

4. Offer critical evaluations of their actions and behaviors as non-judgmental observations. Don’t make it personal.

   DO say: “you missed the last 2 team meetings.”

   DON’T SAY:

   - “You always take the easy way out, even if it’s not the best.”

   - “You always insist on doing y.”

   - “You never hold yourself accountable.”

   Never criticize the person; focus on their actions.

   For Example: “You missed the last 2 team meetings.”

5. Clearly and specifically show how the named behavior had undesirable results:

   For Example: “Because you missed the meetings:

   - "You didn’t know that the project goals and the deadlines had changed, so you were late."

   - "Your submission was irrelevant to the new goal."

   - "The team missed out on your input, and it gave the impression to some team members that you don’t value them or the work."

6. Seek confirmation and clarification. Ask the person, “Am I accurate in my observations?” (This assures that you were correct with the facts and that they understood what you were saying, and it invites them to offer reasons or obstacles that may have prevented their taking the action for which they are being critiqued.)

7. Ask them to offer suggestions for how they might correct this behavior going forward.

8. Set mutual goals, list the steps for improvement, and note any resources the person might need to achieve their goals.

9. Set a specific day, time, and place for a follow-up. Ask if they have any further questions and remind them that they may contact you with any in the future and that you want them to succeed.

Note: Day to day, take opportunities to acknowledge people’s positive efforts. Eventually, with practice, you will develop your own personal style, and giving valuable feedback will become second nature.