Informal Feedback / Coaching
We continue our series on performance management by looking at how to provide feedback including the benefits of each approach.
Regular informal feedback is a form of coaching and is critical factor in successful management. One on one coaching will:
Allow the manager to encourage and reward positive behaviours
Allow performance gaps to be addressed early before they develop into bad habits or major performance concerns
Build a rapport between the staff member and their manager/supervisor
Ensure there is a clear understanding of what is expected
Hold staff accountable for their actions
Create a supportive environment that will improve morale and reduce turnover
Better enables staff to understand and adapt to change
Coaching or informal feedback sessions may be conducted on either an individual or a group basis.
Informal Feedback / Coaching through Positive Feedback
Will give the individual reassurance that they are performing to the required level
It reinforces the positive behaviours
Provides personal satisfaction and pride which in turn creates loyalty to the organisation
Encourages individuals to work harder and can therefore improve productivity levels
Promotes confidence
Needs to be specific and sincere
Individual Coaching to Address Non Performance
Always conduct in private
Should be direct and specific
Should not insult or demean
Needs to be descriptive and constructive focusing on behaviour changes rather than personality traits
Should be done as close to the event as possible but not done in the “heat of the moment”
Is a two way process, take time to listen to the staff members and be open to changing your perspective
Focus on how this can be avoided or improved moving forward
Clearly outline what the consequences will be if this behaviour continues
Group Coaching
Providing collective feedback to a group is an excellent way to build team work and establish common goals. The group should have clear targets on what needs to be achieved and then be provided with feedback on how closely they are achieving this, what improvements could be made, what they are doing well etc. Targets should be a stretch but attainable. If done effectively this will encourage and motivate the team to improve their overall performance. Individuals may be publicly recognised in a group for good performance, but never single out or imply that an individual in the team is not performing appropriately.
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