Training in feedbacks and performance appraisals

‘When did get your last feedback?’  —– ‘Well, when I screwed up on the job last week. They chewed me up nicely.’

‘And when did you get your last positive feedback?’ —–  ‘Well, I don’t remember.’

That’s what we are. Zap or nothing.

 

When we provide a negative feedback, we clarify what is wrong but usually do not clarify what is right or expected. That is because we simply can’t iron out the internal inconsistencies of the appraisal system.

 

Appraisal is done with two aims. One, to proved inform a person of where he stands and two, for developmental purposes.

These two goals are in conflict. While using the evaluation aim, managers communicate judgements to subordinates and must justify their appraisal to counter disagreement. The result can be an adversarial relationship – conditions that work heavily against the second aim i.e. the coaching and developmental aim. When coaching, they are to play the role of helpers. If they are to help, they must listen, draw out the subordinate and get then to understand their weaknesses, The fact that different communication processes are required to achieve the conflicting goals of performance appraisal creates difficulties for managers and leaders. So, they simply clam up and avoid the issues .

 

Effective feedbacks and performance appraisals (the system and the interview procedure) are the  most effective way of influencing the widest base of the organisation.

Let us help you train your leaders in this vital skill.