Use regular feedback conversations to discuss behaviors you have observed, praise good performance, correct poor performance, or gain insight into progress on a work assignment or project.
Supervisor Role in Providing Feedback and Coaching
Regular conversations that provide feedback about employee behavior are integral to successful performance management. Feedback conversations should occur as close as possible to the initial observance of a notable behavior. All feedback conversations: positive, progress, or corrective should be documented.
Most conversations can be completed in less than fifteen minutes. Tools and conversation guides help you quickly prepare for, conduct, follow up, and document various types of feedback conversations. Each conversation guide includes tips for supervisors, conversation objectives, discussion questions, and documentation form.
The Positive Feedback conversation is used when an employee has gone above and beyond your expectations on a work assignment. This conversation reinforces good behavior or performance through acknowledgment. Plan and deliver this conversation noting the specific situation, specific actions the employee took, and the benefits or results of those actions. Positive feedback is a powerful tool for employee engagement.
To gain insight into progress on a work assignment or project, use the Work Progress conversation. This helps a supervisor stay informed about the employee work assignments, to receive updates, understand successes, and overcome obstacles.
When an employee’s performance or behavior fails to meet expectations use the Constructive Feedback conversation. This discussion helps to address gaps in expectations and work performance by identifying steps to correct behavior, establishing a timeline, and planning for improvement. The focus is on fixing the problem not discouraging or punishing the employee. Focus on the facts of the situation and encourage dialog in the action plan.
A specific type of constructive feedback focuses on discrepancies between expected work schedule and actual time worked. Use the Attendance and Punctuality conversation to discuss this behavior. Focus the conversation on facts, have documentation of time reporting, and how attendance is affecting the operational needs of the team or department.