Presentation on theme: "YOU@PSU: Giving and Receiving Feedback Individual Contributors Presenter: Stephanie Flanagan firstname.lastname@example.org; 814-863-4614 January 2015."— Presentation transcript:
1Giving and Receiving Feedback Individual Contributors Presenter: Stephanie Flanagan January 2015
2Today’s session will help you to: Gain understanding for how to effectively give and receive feedbackIdentify your role and responsibilities related to giving and receiving feedbackFamiliarize yourself with feedback models and best practicesDuring this session I will continue to provide information about (Penn State’s new performance management program) and review the immediate next steps in the process.
3Q: What is Performance Management? A: The process of setting expectations, aligning goals, assessing results, and focusing on staff development through ongoing conversations between managers and their direct report(s).Setting ExpectationsGoals and ObjectivesGoal AlignmentThe process of discussing what is expected from an employee in terms of job roles and responsibilitiesDesired results each employee aims to achieve, determined based on conversations between managers and employeesProcess of ensuring individual goals support the achievement of department goals and department goals support the achievement of University goalsAssessmentPerformance CalibrationFeedback and DevelopmentFeedback and DevelopmentReview of goals, objectives, and other factors, and the determination of the level of successful achievementProcess in which supervisors and managers at the same level in an organization discuss staff performance ratings and outcomes to ensure ratings and development messages are applied consistently across the UniversityFocus of the conversations between managers and employees in determining strengths, opportunities for improvement, and how to grow and developPerformance management is not just a once-a-year conversation. It impacts staff over their entire career at Penn State.
4The Performance Management Cycle 1. Setting Goals and Expectations2. Ongoing Review and Feedback/ Coaching3. Appraisal & RewardDeveloping Employees(Ongoing)
5Roles in Giving and Receiving Effective Feedback Staff MemberMonitor own performance, seek performance information, apprise supervisor of successes, shortcomings, and needsAct on feedback receivedSupervisorProvide clear feedback on an ongoing and often informal basisEnsure that staff member understands expectationsShared (Staff Member and Supervisor)Agree upon a joint feedback process (i.e., when and how feedback will be exchanged on a one- on-one basis)Assume best intentionsInstitutionCreate a consistent language for getting and giving feedbackEstablish a “No Fear” culture where staff can feel comfortable sharing and receiving frank feedbackEnsure supervisors model a feedback culture
6Why Do We Give and Receive Feedback? Feedback has a direct impact on our work:Gives us specific information to help us improveMakes performance expectations clear from the startHeightens efficiency by reducing resentment, buildup, etc.Strengthens relationshipsWhat are the benefits for getting positive feedback? Constructive feedback?
7Feedback Reflection You Write the initials of the people that you work with in shapes provided. They can include peers, your manager, customers/clients, etc. Then for each person, answer the questions:“Are you comfortable receiving direct, constructive feedback from them?” If so, draw a solid arrow from their shape to you. If not, draw a dashed arrow.“Are you comfortable providing them with direct, constructive feedback?” If so, draw a solid arrow from you to their shape. If not, draw a dashed arrow.What does your diagram tell you?You
8Feedback FrameworkFeedback is an essential component of a learning and performance culture!The framework assists in preparing to deliver feedback effectively.Feedback is….Most beneficial if on-going (which ensures no surprises)Intended to support employee performance and developmentHelpful and applies to both positive and constructive situations
9How to Improve the Quality of Feedback Conversations Are explicit or implicitChange over timeBuild on our personal and professional historiesAre the foundation for effective feedbackAre in the pastAre actions you completedAre exactly what others saw, heard, etc.Are not assessmentsEXPECTATIONSDesired behaviors and outcomesOBSERVATIONSNeutral facts or occurrences (behaviors and outcomes)CONSEQUENCES/OUTCOMEKnown or possible effects of continued behaviorASSESSMENTSPersonal interpretations or evaluations of a set of observationsAre unavoidableAre not factsAre not observationsOften create resistanceCan produce a sense of urgencyShould be “owned” by the giverAre “desired” and “undesired”Are known or possibleOften initiate actionAffect your work and interaction with others
10Positive Performance Feedback Example DIMENSIONExpectationObservationAssessmentConsequence“Jason, you are expected to make a 15-minute presentation to students every Friday about the services our office provides.”EXAMPLE OF COMMENTARY“I’ve noticed that you are always well prepared, and consistently arrive several minutes early to greet students and make them feel welcome.”“This is excellent and demonstrates a commitment to your job, representing our office positively, and serving our customers.”“ I’d like to use this as a model for how we conduct all of our presentations.”1010
11Constructive Performance Feedback Example ExpectationDIMENSIONObservationAssessmentConsequence“As a member of the Project Team, one of your expectations is to participate actively in team meetings.”EXAMPLE OF COMMENTARY“During the last half dozen meetings, you barely said anything, although you are clearly listening and taking notes during the discussions.”“This doesn’t meet the expectations for your role. You should be contributing your thoughts and providing insights into how our recommendations will affect your department.”“It is important that you be more participative. If this doesn’t improve fairly quickly, we will have to reconsider your role on the project team.”Potential Development Plan:It is important that you take an active, meaningful role in these meetings. Let’s start with some deliberate steps you can take to become more comfortable participating in the meetings.Before each meeting, review the agenda and prepare at least three talking points that you would like to discuss. These can be questions, comments, or additional information that will be helpful to the Project Team. During the meeting, present each of these talking points and use them to generate discussion.1111
12Guidelines for Giving Feedback Successfully Act sooner rather than laterCheck your intentionsDialogue! Treat feedback as a shared responsibilityConfirm mutual understanding and invite new information; probe for factsKeep your emotions in checkRespect differences
13Tips for Receiving Feedback Successfully Ask for feedback on an ongoing basisDo not reject feedback. Assume best intentions.Listen for understanding. Clarify what the feedback means.Respond to feedback. Share your own views. Jointly agree on ways to improve.Thank the person for giving the feedback. Show appreciation.13
14Receiving Feedback Checklist How often do you ask for feedback?Do you ever get defensive?Do you ask for more detail?Are conversations thorough?Do you ensure that expectations are clear?Do you set goals for improvement?Do you follow up to get additional feedback on progress?continued
15Receiving Feedback: The SARA Model Surprise –in the extreme, ShockAnnoyance – in the extreme, AngerRationalization – in the extreme, RejectionAcceptance – acceptance does not equal agreementAdapted from The Feedback Toolkit, Rick Maurer (1994)
16YOU@PSU Next Steps: Conduct Mid-Year Check-In The mid-year check in is important as it:Allows supervisors to more easily monitor employee performance and progressGives the employee the opportunity to understand how he/she is performing and discuss expectations
17Roles & Responsibilities for Mid-Year Check-In Schedule an appointment with your supervisorDiscuss overall performance and review goals; if necessary, adjustments can be made to goals at this point. No formal evaluation or ratings are needed for this conversationDocument that the conversation happened and what was discussed. Adjust goals in the system if necessary and then your supervisor will approve these adjustments
18Thank you for participating in YOU@PSU! If you need more information about how to effectively give and receive feedback– or have general questions about the program-- please contact your HR Representative or the team. We are here to help you….voicIf you need more information about how to support your employees with the first step of Setting Goals and Expectations– or have general questions about the program, please reach out! We are here to help you….Please contact us with any questions or concerns: via or phone: or“We all need people who will give us feedback. That’s how we improve.”--Bill Gates