Types of Performance Feedback: 8 Varieties
There is a lot of jargon around performance feedback – and a lot of different types of performance feedback. Let’s unpick them all.
Watching this video is worth 3 Management Courses CPD Points*.
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This video is part of course module number 3.8.1
Program 3: Managing & Leading Individuals
Course 8: Feedback
Section 1: Introduction to Feedback
1. Informal vs Formal Feedback
Informal – spontaneous, unplanned, spur of the moment, everyday – typically appreciative, praising – happens in the workplace either at chance meeting or in the normal run of a manager or supervisor observing their team
Formal – planned, and based on deliberate observation or data-gathering – follows a structured approach – usually away from the normal place of work
2. Comparative Feedback
References performance level against a standard. The ’standard’ could be the performance of a peer group or a specific person. Helps people to benchmark performance levels, but not necessarily understand how to improve
3. Judgmental vs Non-Judgmental Feedback
Also known as Evaluative and Non-Evaluative Feedback
Judgmental – offers an evaluation of the level of performance – often with a subjective assessment of how you feel about it. Allows receiver to gauge their level of performance, although the measure may not be clear. Judgmental feedback can be:
Non-Judgmental – Provide information without interpreting it or offering judgment. Allows the person to whom you are giving the feedback to provide commentary. Set out the evidence and leave the group or individual free to use it or not.
4. Critical vs Positive vs Balanced Feedback
Critical Feedback (or Negative Feedback) – use with care as this can be demotivating. Perhaps best when focused on correcting process steps or when performance is way below the required level, but learner wishes to learn and develop. Spell out what was wrong and why, and then offer correction. Do not offer judgment about the person or their capability – nor reprimand.
Positive Feedback – Only talk about the things that the other person does well, offering praise, support, and reward for the areas of performance you want to encourage, to reinforce the helpful behavior.
Balanced feedback – not necessarily 50/50. Provide balanced feedback against your interpretation of what the person does well and where they need to make changes and develop, backed up by evidence. It can be helpful to separate out what you need to say in your feedback, in order to ensure you deliver a clear message. One way to structure feedback is to use the AID model:
o A = Action – This is what you said/did
o I = Impact – This is what happened as a result
o D = Do – This is what you might you do differently, or the same, in future
1. Which types of feedback can you recall having received? What were the impacts on you? (2 MC CPD Points)
2. What forms of feedback have you given? Looking back, how appropriate were they? (2 MC CPD Points)
3. Thinking about any feedback you need to give over the coming weeks, which types of feedback will be most appropriate for each situation? (2 MC CPD Points)
📖 Feedback (and Other Dirty Words): Why We Fear It, How to Fix It https://geni.us/Pg4gk
📖 Thanks for the Feedback: The Science and Art of Receiving Feedback Well https://geni.us/OtdDnSy
📖 HBR Guide to Delivering Effective Feedback https://geni.us/h0cN
📖 Feedback Pocketbook https://geni.us/D8Ar
📖 Feedback Toolkit: 16 Tools for Better Communication in the Workplace https://geni.us/x8TGT4
⭕️ Links to our book recommendations are affiliated through Amazon
Managers Need a Basic set of kit to do your job well. Here are my top recommendations: https://kit.co/MikeClayton/manager-s-work-kit (the links are affiliated)
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