1. Performance Feedback Training

2. Gathering Information - Be educated on the associates performance
Use 360 Evaluations
Recommended 5 or more on each associate
This can bring unnoticed traits to your attention.
Keeps the PF from being exclusively your opinion. Coworker feedback is important.
Gather feedback from the rest of the Leadership Team
360 Evaluations can be used here also

3. Compile Info and “Stick to the Facts”
Don’t allow personal feelings to get involved.
Review all of your feedback information along with your own thoughts.
Identify the general message and key points for developmental focus.
Your PF should “paint the same picture” as feedback gathered from the team.
Assume someone is going to read it that does not know the associate. Would they get an accurate impression?

4. Putting It In Words

5. Appropriate Wording is Crucial
If it’s not a problem, don’t make it sound like a problem. If it is a problem, don’t make it sound like it’s not a problem. “Issues” and “Opportunities for improvement” are not the same
Ex.-A – (You need to change your negative attitude). (Focus on staying consistently positive and don’t let occasional frustration cause you to send a neg. message.)
Ex.-B – (You’ve had 4 spills in the past month. Stay focused on safety.) (Your recent safety performance is unacceptable and it is imperative that immediate focus and change are implemented. Performing safely is a condition of employment and failure to immediately improve your approach will result in further action.)
More examples ??????

6. Put Yourself in Their Shoes Considering Their Personality
How would you respond to the comments?
Would you react the way you want them to?
Would the comments impact you the way you intend for them to impact the associate?
Are you prepared to respond to all possible reactions to the comments?

7. Avoid “The Recency Affect”
Don’t let one recent action, or the past few weeks, control the message of the PF.
Assess their performance since the last PF. This goes both directions. One week of good performance does not erase 6 months of bad (and vice versa)

8. Don’t Avoid Performance Issues That Need Improvement
This will set you up for future failure from lack of documentation and direction.
It is not fair to deprive an associate of the info. They need to become a “superstar”.
It is not fair to the rest of the team to not correct performance issues with their teammates.

9. Everyone Has Room to Improve
If the entire message of your feedback is “Great job!! Keep it up!!” - you have failed.
Point out what they can do to take their performance to the next level.
Remember that “superstars” can become Supervisors, etc. Your job is to give associates the tools and feedback to develop to the next level.

10. A Portion of Criticism Should be Served with a Plate Full of Praise
Begin by pointing out what they do well before you point out where they need to grow.
Show examples of this from actual Performance Feedbacks
Use at least two commending comments before “blasting” in to an improvement point.

11. Don’t Get Windy, But Don’t Be Too Blunt
Make your points very clear, but deliver them with support (refer to “D.”)
Keep their PF focused on them, not big picture goals and vague points.
This is not a business update meeting that applies to everyone.
Straying from this causes the associate to lose interest and miss the important points that apply to them.

12. General Summary Begin by recapping the praise.
Next, recap the main points of focus for their development.
These can be numbered, short, sweet and to the point.
This helps everyone in the meeting confirm that they are “on the same page” with what the associate should apply focus to, and take action on, immediately after the conclusion of the meeting.
Close with a short, supportive statement letting the associate know that you and the rest of the team are there to help coach them through their development.
Point out the resources available to them (Management, HR, coworkers, etc.)

13. The Meeting Use a wingman
Presentation is always easier when you have a partner to help drive the points.
A second person to witness reactions can also help ensure appropriate explanation is given.
Give the associate an opportunity to read the entire feedback prior to the meeting
Don’t hover while they read, but don’t wait too long to have the meeting.
Giving too much time before explaining the comments can negatively affect the associate if they inaccurately interpret what you have written.
Hovering while they read can cause them to miss the point. They may rush through it and not think about what they have read, which can lessen the effectiveness of the meeting.

14. You Don’t Have to Read it Back to Them
They already read it. Just give them praise where it’s due and talk about their opportunities for improvement.

15. Get Them to Agree with the Opportunities for Improvement
Ex.- An associate does not have to agree that they have a “bad attitude”, but they do need to realize and understand that certain things they do can send that message.
Use examples to help drive the point.
At minimum, the associate needs to understand what actions they should take to develop to the next level.

16. Stay On The Same Page
If any comment or topic seems to have not been taken the way you intended, stay on the topic until it is cleared up. Ask them questions if their body language suggests confusion or disagreement.

17. Show Support Toward Their Development
Keep things positive.
Express confidence in them.
Explain that you are there to help them continuously develop and correct any issues they may have with their performance.
Make sure they understand that the point of a PF is to help them grow. A PF is a development tool to help them reach their goals, not a criticism session or ranking system.

18. 99% of PF Meetings Should End With a Smile on the Associate’s Face
This totally depends on presentation, show of support and appropriate praise where it has been earned.

19. 1% Meetings

20. These are meetings involving disciplinary action and/or significant follow-ups
These should not be a surprise to anyone
There should have been plenty of documentation and previous discussion/coaching on the issues prior to reaching this point

21. They Put Themselves in This Position
If properly handled, you have already addressed and given clear instruction on what the associate should have done. (There should be documentation supporting this.)
Show them support in correcting the issues, but make it clear that it is up to them to decide to make the necessary changes.

22. This meeting should end with a scheduled follow-up, very clear instruction on points of focus, and very clear description of what will or could happen if appropriate improvements are not made.
The associate will not always leave this meeting with a smile, but should leave with the understanding that they have created the situation.