1. Unit II
PERFORMANCE FEEDBACK

2. DEFINITION
The performance feedback process “ is ongoing between managers and employees. The exchange of information involves both performance expected and performance exhibited”. Constructive feedback can praise good performance or correct poor performance and should always be tied to the performance standards Getting the facts, then having a face-to-face conversation can provide direction to help solve performance problems.

3. TYPES OF FEEDBACK
1)Formal Feedback:
This can take place on a monthly, quarterly or annual review cycle. The company determines the timeline according to its. performance management plans.
When a formal feedback session takes place, evaluators document the outcome of the session. After completion, the documentation goes in to the employee’s personal file. Formal performance feedback generally consists of documented discussions between a supervisor and an employee. The manager uses a specifically designed form that is completed and filed after the feedback session.
2) Informal Feedback:
It is not generally documented. It is delivered personally by a supervisor or a team leader. The cost is less and more effective than formal feedback. Informal feedback can be a simple and quick as saying thank you to an employee who has done a good job on a particular task or projects , buying someone a cup of coffee to show appreciations, inviting an employee to lunch in recognition of an accomplishment or sending a note or recognizing his or her excellent work. The words are straight forward and simple. It helps in employee motivation and accountability
3) Positive Feedback:
It tells an employees what he is doing well and praises him for good performance. The theory behind positive feedback is that if you tell a person what he is doing well, that

4. TYPES OF FEEDBACK
person will likely repeat the behaviour to secure continued approval. Managers can give positive feedback in both formal manner such as in a performance evaluation, or informally , such as comment made during the workday that praises work done
4) Negative Feedback:
It is pointing out what someone is doing poorly and telling him how to change it. It also can involve telling a person that the attitude he is displaying is inappropriate or that certain behaviours and habits are causing problems. A manager can deliver negative feedback whether the employee’s actions are intentional or not.

5. PROCESS OF FEEDBACK 1) Scheduling Performance Feedback:
Performance management should be regular. Most organization give performance appraisal once in a year. But annual feedback is not enough. One reason is that managers are responsible for correcting performance deficiencies as soon as they occur. If the manager notices a problem with an employee’s behaviour in June, but the annual appraisal is scheduled for November, the employee will miss months of opportunities for improvement.
Another reason for frequent performance feedback is the feedback is more effective. If an employee has to wait for upto a year to learn what the manager thinks of his work, the employee will wonder whether he is meeting the expectations. Employees should instead receive feedback so often they know what the manager will say during their annual performance review.
2) Preparing for a Feedback Session:
Managers should be well prepared for each formal feedback sessions. The location should be appropriate like conference room to announce the meeting to the employee, the manager should describe it as a chance to discuss the role of the employee, the role of the manager and relationship between them. Managers should also say that they would like the meeting to be an open dialogue.

6. PROCESS OF FEEDBACK
Managers should also enable the employee to be well prepared. The manager should ask the employee to complete a self assessment. The self assessment requires employees to think about their performance over the past rating period and to be aware of their strengths and weaknesses, so they can participate more fully in the discussion. Evengetting the facts, then having a face-to-face conversation can provide direction to help solve performance problems. though employees may tend to overstate their accomplishments, the self assessment can help the manager and employee to identify areas for discussion. When the purpose of the assessment is to define areas for development, employees may actually understate their performance. Also, differences between the manager’s and the employee’s rating may be fruitful areas for discussion.
3) Conducting the Feedback Session:
During the feedback session, managers can take any of three approaches:
a) Tell and Sell approach: In this approach, managers tell the employees their ratings and then justify those ratings
b) Tell and Listen Approach: In this approach, managers tell employees their ratings and then let the employees explain their side of the story
c)Problem solving Approach: In this approach, managers and employees work together to solve performance problems in an atmospheric of respect and encouragement.
Research demonstrates that the problem solving approach is superior But most managers rely on the tell and sell approach.

7. PROCESS OF FEEDBACK 1)Timely:
Feedback should be given in a timely enough manner so that both parties can
recall the specific behavior involved.
2) Be Specific:
It gives particular behavior that are positive or negative
3)Be Descriptive:
It is good to stick to the facts as much as possible being sure to distinguish from inferences and attributions
4) Make it helpful:
The purpose of giving feedback is to provide others with information they can use to change their behaviour. Being clear about the intent and purpose is important because giving feedback sometimes can become emotional for both the person giving it and the person receiving it.
5) Be Flexible:
Although feedback is best when it is timely sometimes waiting is preferable to giving feedback then at the earliest. In general everyone should remember that the primary purpose of the feedback is to be helpful.

8. PROCESS OF FEEDBACK 6)Give Positive as well as Negative feedback:
Both negative and positive feedback should be given instead of giving only positive feedback. Positive feedback tells the other person or the group only what they are doing right and negative feedback tells the other person or group only what they are doing wrong. Providing both kinds of feedback is best
7) Avoid Blame or Embarrassment:
The purpose of feedback is to give useful information to other people to help them in developing, talking to them is way merely intended or make them feel bad is not a helpful part of the developmental process
8) Provide Constructive Feedback:
Providing constructive feedback will motivate the employees to improve their performance.