Most organizations are ditching annual performance reviews and implementing a culture of continuous feedback. In continuous feedback cultures, employees no longer have to wait until the end of the year to get feedback on their performance or address their concerns, obstacles and challenges. As companies make this culture shift, they need to be prepared to deliver feedback in an agile manner that provides employees with necessary corrective feedback in real-time. Managers will likely require coaching on how to provide employees with meaningful feedback in a professional and effective way. Join ClearCompany Director of Human Resources Angie Wideman-Powell to learn how to implement a consistent feedback loop and how it will improve employee performance and engagement.

1. Agile Feedback: The Secret Weapon of
Successful Organizations
Angie Wideman-Powell Naba Ahmed
With: Moderated by:
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People-Driven Engagement
Webinar Series

2. Glint is committed to helping people-driven organizations increase employee
engagement, develop their people, and improve business results. Glint
knows that great companies are fueled by great cultures, and great cultures
are built by great teams. Glint's people success platform leverages real-time
people data to help global organizations like United, Intuit, and Sky leverage
a unique combination of intuitive design, sophisticated analytics and
actionable intelligence to help employees be happier and more successful at
work. For more information, please visit www.glintinc.com.

3. Click on the Questions panel to
interact with the presenters
https://www.humanresourcestoday.com/webinar-series/people-driven-engagement/

4. About Angie Wideman-Powell, PHR & SHRM-SCP
As ClearCompany's Human Resources Director, Angie focuses on all things HR including managing employee
benefits, onboarding and engagement initiatives. With a keen focus on best-practices, she serves as a strategic
partner to the leadership team by acting as a trusted resource on a wide variety of human resources topics
including policy interpretation, creating and recommending enhancements to the HR process, and career
development. Angie holds a master's degree with a concentration in Human Resource Management, and prior to
ClearCompany, Angie worked for the largest PEO in Hawaii.
About Naba Ahmed
Naba went to Cal Poly, San Luis Obispo and majored in Journalism and minored in Integrated Marketing
Communications. After working as Editor-in-Chief at the campus newspaper, she became interested in developing
content across multiple platforms, and now works as a Content Marketing Specialist at Aggregage, providing some of
the most interesting thought-leaders across a wide variety of industries with a space to celebrate the diversity, depth,
and experience of their professional cultures, personalities, and passions.
People-Driven Engagement
Webinar Series

5. Agile Feedback:
The Secret Weapon of
Successful Organizations
clearcompany.com

6. Agenda
AGENDA
Best Practices for Feedback
A Model for Delivering Feedback
Training Managers on
Delivering Feedback
Benefits of a Continuous
Feedback Model
Empowering Employees to Give
Peer/Management Feedback
Continuous Feedback as part of
Performance Management Tool
Kit

7. Importance
Why it’s important
employees receive
feedback.

8. The willingness of a manager
to provide feedback to
subordinates is a powerful
way to increase employee
engagement and commitment.
Those employees who receive the least are the least
engaged. Receiving corrective feedback from a boss
produces a much higher level of engagement than
receiving none at all. Receiving the right kind of
positive feedback has a huge impact on improving
employee productivity and increasing engagement.”
“
Zenger/Folkman “Feedback: The Powerful Paradox”

9. When delivering
corrective
feedback to
others, I feel…
A. Confident
A S K T H E A U D I E N C E
B.
C. D.Nervous
Awkward
I avoid delivering
corrective feedback
at all costs

10. I am
uncomfortable
giving corrective
feedback
because I am
worried it will…
A. Negatively impact
my working
relationship with
the individual
A S K T H E A U D I E N C E
B.
C. D.Lead the individual
to resign
Reduce the
individual’s
productivity
Hurt the individual’s
feelings
E. I have no reservations
about providing
corrective feedback

11. Best Practices for
Delivering Corrective
Feedback

12. Prepare &
Anticipate
Schedule a meeting, gather
facts, analyze data,
anticipate the other person's
reactions or objections.
N U MBER 1
Prepare responses to
objections, be prepared to
discuss consequences
and expectations.

13. Be Genuine
Make it clear
you’re invested in
their success.
N U MBER 2

14. Role Play
Practice,
Practice,
Practice.
N U MBER 3

15. Delivery
Timeline
The longer you
wait, the harder it
will get.
N U MBER 4

16. The agenda should
include a few basics:
Provide positive, reinforcing
feedback, and wins
Offer corrective feedback
Review progress on projects
Address any challenges or barriers
Offer support and brainstorm solutions

17. Private
Always deliver in a private,
confidential setting.
N U MBER 5
Take into consideration the
individual’s schedule and
other obligations.

18. In-person only
Only deliver corrective
feedback in person.
N U MBER 6

19. Be specific
Be prepared with
specific examples.
N U MBER 7

20. Be Corrective,
Not Critical
N U MBER 8
Don’t: “You always rush
through decisions.”
Do: “The decision could
have used more thorough
investigating.”

21. Document
Keep records and
document conversations.
N U MBER 9

22. Have you used or
heard of SBI:
Situation
Behavior Impact?
A. Yes
A S K T H E A U D I E N C E
B.
C. Maybe...tell me more
about what it is
No

23. Feedback Model: SBI
There are 5 aspects that make up the
SBI(BI) Feedback Model.
I N FA C T

24. Feedback
Model: SBI
1 Describe the Situation
2 Identify the Behavior
3 Describe the Impact
4 Suggest an Alternative Behavior
5 Identify the Alternative Impact

25. The “nice
sandwich” doesn’t
always help.

26. Role Play

27. SBI(BI) In Practice:
Situation
Behavior
Impact
Alternative Behavior
Alternative Impact

28. Question Break

29. Are you confident
that your
managers are
giving employees
meaningful
corrective
feedback on a
consistent basis?
A. Yes B.
C. Good grief, I
sure hope so!
No
A S K T H E A U D I E N C E

30. Has your company
provided training
or guidelines to
managers on
when/how to
provide feedback?
A. Yes B.
C. I’m not sure...
No
A S K T H E A U D I E N C E

31. Training Managers
On Giving Corrective
Feedback

32. Training Managers
on Giving Corrective
Feedback
Conduct in a group setting
Take a pre-training session survey
Set ground rules
Make it interactive
Ask about failures
Review best practices
Provide them with the SBI(BI) model
Make yourself available

33. Training Managers
on Giving Corrective
Feedback
Conduct in a group setting
Take a pre-training session survey
Set ground rules
Make it interactive
Ask about failures
Review best practices
Provide them with the SBI(BI) model
Make yourself available

34. Training Managers
on Giving Corrective
Feedback
Conduct in a group setting
Take a pre-training session survey
Set ground rules
Make it interactive
Ask about failures
Review best practices
Provide them with the SBI(BI) model
Make yourself available

35. Training Managers
on Giving Corrective
Feedback
Conduct in a group setting
Take a pre-training session survey
Set ground rules
Make it interactive
Ask about failures
Review best practices
Provide them with the SBI(BI) model
Make yourself available
Training Managers
on Giving Corrective
Feedback

36. Training Managers
on Giving Corrective
Feedback
Conduct in a group setting
Take a pre-training session survey
Set ground rules
Make it interactive
Ask about failures
Review best practices
Provide them with the SBI(BI) model
Make yourself available

37. Training Managers
on Giving Corrective
Feedback
Conduct in a group setting
Take a pre-training session survey
Set ground rules
Make it interactive
Ask about failures
Review best practices
Provide them with the SBI(BI) model
Make yourself available

38. Training Managers
on Giving Corrective
Feedback
Conduct in a group setting
Take a pre-training session survey
Set ground rules
Make it interactive
Ask about failures
Review best practices
Provide them with the SBI(BI) model
Make yourself available

39. Training Managers
on Giving Corrective
Feedback
Conduct in a group setting
Take a pre-training session survey
Set ground rules
Make it interactive
Ask about failures
Review best practices
Provide them with the SBI(BI) model
Make yourself available

40. Question Break

41. Benefits of
Continuous
Feedback

42. Benefits of
Continuous
Feedback:
Avoids/Alters bad habits
Builds trust
Builds confidence in
the employee
Builds confidence in
the manager

43. Benefits of
Continuous
Feedback:
Avoids/Alters bad habits
Builds trust
Builds confidence in
the employee
Builds confidence in
the manager

44. Benefits of
Continuous
Feedback:
Avoids/Alters bad habits
Builds trust
Builds confidence in
the employee
Builds confidence in
the manager

45. Benefits of
Continuous
Feedback:
Avoids/Alters bad habits
Builds trust
Builds confidence in
the employee
Builds confidence in
the manager

46. of recipients94%
of feedback state that
corrective feedback improves
their performance when
presented well.
Zenger/Folkman “Feedback: The Powerful Paradox”

47. Feedback
Isn’t One-Way

48. Start at the top

49. Solicit feedback
from all levels of
the company

50. Let employees
see the
outcome

51. Never retaliate

52. Feedback on non-
performance
topics

53. Behavior Related
Feedback
Situation
Behavior
Impact
W H AT D O E S T H I S
M E A N ?

54. Receiving Feedback
Gracefully

55. Receiving
Feedback
Gracefully
Ask for it
Don’t get defensive
Remember the benefits
of feedback
Say “thank you”

56. Receiving
Feedback
Gracefully
Ask for it
Don’t get defensive
Remember the benefits
of feedback
Say “thank you”

57. Receiving
Feedback
Gracefully
Ask for it
Don’t get defensive
Remember the benefits
of feedback
Say “thank you”

58. Receiving
Feedback
Gracefully
Ask for it
Don’t get defensive
Remember the benefits
of feedback
Say “thank you”

59. Question Break

60. How frequently
does your
organization
conduct
performance
reviews?
A. Annually
A S K T H E A U D I E N C E
B.
C. D.Quarterly
Semi-annually
Project-based
E. We don’t conduct
performance
reviews
F. Other

61. Who’s Still Using
Annual Reviews?

62. of companies
91%
are still completing annual
performance reviews.

63. of those companies
50%
have check-ins
throughout the year.

64. Moving performance
management into the
21st Century doesn’t
necessarily mean
eliminating performance
reviews…
… but it does mean
enhancing them.

65. Why Still Use
Traditional Performance
Views at All?

66. Why Use
Traditional
Performance
Views at All?
Documentation
of performance.
Performance reviews
may be tied to annual
pay increases.

67. How do you bring
your performance
reviews and
performance
management into the
21st Century?
M O V I N G
F O R W A R D

68. Moving Performance
Management Into the
21st Century
Consistency and frequency
Look ahead
Set goals
Consider Aspirations
Ideate
Solicit feedback on management
Trim the fat
Adapt to your unique needs

69. Moving Performance
Management Into the
21st Century
Consistency and frequency
Look ahead
Set goals
Consider Aspirations
Ideate
Solicit feedback on management
Trim the fat
Adapt to your unique needs

70. Moving Performance
Management Into the
21st Century
Consistency and frequency
Look ahead
Set goals
Consider Aspirations
Ideate
Solicit feedback on management
Trim the fat
Adapt to your unique needs

71. Moving Performance
Management Into the
21st Century
Consistency and frequency
Look ahead
Set goals
Consider Aspirations
Ideate
Solicit feedback on management
Trim the fat
Adapt to your unique needs

72. Moving Performance
Management Into the
21st Century
Consistency and frequency
Look ahead
Set goals
Consider Aspirations
Ideate
Solicit feedback on management
Trim the fat
Adapt to your unique needs

73. Moving Performance
Management Into the
21st Century
Consistency and frequency
Look ahead
Set goals
Consider Aspirations
Ideate
Solicit feedback on management
Trim the fat
Adapt to your unique needs

74. Moving Performance
Management Into the
21st Century
Consistency and frequency
Look ahead
Set goals
Consider Aspirations
Ideate
Solicit feedback on management
Trim the fat
Adapt to your unique needs

75. Moving Performance
Management Into the
21st Century
Consistency and frequency
Look ahead
Set goals
Consider Aspirations
Ideate
Solicit feedback on management
Trim the fat
Adapt to your unique needs

76. Q&A
Naba Ahmed
With: Moderated by:
Director of Human Resources, ClearCompany
Linkedin: in/angie-wideman-powell-phr-shrm-cp/
Email: awideman-powell@clearcompany.com
Website: www.clearcompany.com
Angie Wideman-Powell
Editor, Human Resources Today
Linkedin: linkedin.com/in/naba-ahmed/
Twitter ID: @hrposts
Email: naba@aggregage.com
Website: humanresourcestoday.com
https://www.humanresourcestoday.com/webinar-series/people-driven-engagement/

77. Attendees
Human Resources Today
Naba
THANK
YOU!