The document provides guidance on how to properly give constructive feedback to employees. The purpose of feedback should be to improve future performance, not dwell on past mistakes. Feedback works best when it describes specific behaviors, explains the impact on others, and establishes clear expectations for improved future performance. The feedback process involves listening to the employee's perspective, and jointly developing a plan for measuring improved behaviors going forward.

1. Giving
Feedback

2. The only purpose of giving feedback is
to improve someone’s performance in
the future
The Future
NEXT EXIT

3. Too often supervisors and managers
focus on the past. They don’t know
how to give feedback to change
performance or behaviour.
As a result, they avoid giving
feedback to people they work with.
Why does it happen?

4. People see feedback as criticism
Criticism creates harsh feeling between
managers and employees
You’re doing
it wrong

5. Results?
Employees may not know when there is a problem
or if they need to improve their work
I don’t know why my
manager is mad at me.
Am I doing something
wrong?

6. So, what is your purpose
when you give feedback?

7. You don’t want to dig
into past actions
You want to use past
and current actions to
develop a plan to
improve performance in
the future

8. Feedback can reinforce good
performance or behaviours
Viviana, I like the way your
incorporated the charts into the
report to show the differences
between expenses for the last two
months. Now it is easier to read and
follow the changes.

9. !
!
Feedback can reframe corrections so a
specific behaviour or skill can be
changed in the future
John, when you talk to
clients, make sure you
acknowledge their needs
before you offer a
product.

10. How to give constructive
feedback

11. Step 1: Describe the behaviour or
performance you want to correct
or praise
Think about:
What happened?
When and where did it occur?
Who was involved?
How did it affect others and our business?

12. Step 2: Describe the impact
of this performance or
behaviour on others
Prepare for a discussion
“When you do that,
this is what happens”

13. Step 3: Clarify your expectation of
his/her performance or behaviour
Identify and describe the result that you hope
this redirection will produce
Identify what kind of actions you want to see

14. step 4: stop talking, listen
After you tell the employee what
recent actions were inappropriate or
need improvement and why, give the
other person the chance to respond
listen to what they have to say
while you are listening, think if:
they understood
they have an explanation
they recognize the problem

15. step 5: together, develop a
plan for future action
Prepare for a discussion
Develop a plan in order to measure
the improvement of a behaviour or
performance.
Schedule a follow up meeting

16. step 6: Thank the employee for
listening to your feedback!