Home | Business
Feedback doesn't have much value if people don't "tell it like it is." But in any given organization, employees may be circumspect about giving realistic feedback. They may not want to hurt a person's feelings. They may not know the best way to phrase constructive feedback. They may be concerned that their feedback will not be well received or appreciated. They may fear that someone is monitoring their evaluation and will censure them for it later. They may believe that their input will be used to make important compensation or personnel decisions, tempting them to give ratings to help or hinder a person's career. Nevertheless, several things can influence someone's desire to give honest, objective feedback. Desire to change the other person's behavior patterns. The most powerful reason to tell a person the truth about his or her behavior is to get them to stop doing something that causes problems in the workplace and replace the behavior with actions that are more supportive, productive or fulfilling. Anonymity. Honest ratings and comments are needed for valid feedback; nothing of value comes from knowing who gave them. Assure people that their ratings and comments will never be attributed to them. Make sure that the administration software and local policies support anonymity. Confidentiality. Supervisors may receive abbreviated summary data to help them in their performance of the coaching role, but if people know that their specific ratings and comments will only be seen by the person receiving feedback, they are more likely to be honest. Also, it is a good idea to avoid using behavioral feedback for compensation or personnel decisions. Team goals and incentives. If people in a work group are striving to achieve a shared goal or achieve a common reward, they will be highly motivated to correct the work patterns of a coworker who is not fulfilling their team role. High-performing team culture. Teams that have ambitious goals and strong work values expect a lot from each other. From time to time when one member doesn't pull his weight, coworkers don't hesitate to address the issue. Experience in effective feedback skills. People who know how to communicate feedback effectively are less anxious about doing so. While people are not born with these skills, they are not complicated and can be learned quickly in training. If reinforced in the workplace, a person can gain enough experience to be comfortable giving feedback in any situation.
Article Source: http://www.articledestination.com
Dennis E. Coates is CEO of Performance Support Systems, author of MindFrames, a brain-based personality assessment system (www.initforlife.com) and co-founder of the Train-to-Ingrain alliance (www.train-to-ingrain.com, info@train-to-ingrain.com, 800-488-6463), which delivers a reinforcement-centered approach to learning and development that achieves permanent, measurable improvements in workplace behavior and positive impacts on business results.
Please Rate this Article 5 out of 54 out of 53 out of 52 out of 51 out of 5
Not yet Rated
Search This Site
Top Authors Most Popular Articles Submission Guidelines Ezine Notifications Article RSS Feeds About Us Contact Us Privacy Policy Terms of Service
Powered by Article Dashboard
