Positive employee feedback
positive employee feedback
48. Generates synergy
Now you have the template and phrases to get started, it’s time to re-evaluate your performance review process and make sure it’s truly effective.
By getting to know individual workers on a more personal level, learning about their likes and dislikes and engaging with their personalities, you can provide stronger and more positive feedback overall. If you learn that a worker has a certain hobby or favorite sports team, for example, you can bring it up in discussions to create a stronger bond.
The same holds true for both negative and positive actions and achievements in the workplace. Any performance feedback you give to help employee development needs to be provided at an appropriate and relevant time. Officevibe statistics support this claim, with 4 out of 10 workers saying they feel disengaged when they aren’t getting any feedback.
“I’m really impressed with how you handled that last client. I understand how difficult it can be dealing with tough or difficult individuals but you were excellent at it. You were calm, collected and were able to quickly develop viable solutions for them. Keep it going!”
We have created a list of positive feedback examples for colleagues as it’s crucial in any organization. It can help to bolster behavioral change as well as to reinforce positive behavior in the workplace by using positive feedback mechanisms. Constructive and at times negative feedback may be valued more as a creator of change. It can also prove to be very detrimental with the very real possibility of entering a negative feedback loop (where all you provide is negative feedback and it becomes almost process like). However positive feedback is a sure way to ingrain positive actions within your workplace. This is due to its ability to make employees feel valued and connected to the team as they are a contributor in an organizations’ activities. Moreover, it provides meaning to a job which increases engagement and productivity. On the most extreme end of affairs, employees that feel valued and find meaning in their work are less likely to leave.
Employee feedback should be task-focused, crystal clear, and to the point.
Helping someone to improve should always be the goal of constructive criticism and going back over past mistakes in your closing comments will leave them with a negative impression of the meeting.
Also, before diving right into redirecting feedback, get a feel for how the person is doing. Build a sense of their self-awareness of the feedback topic. This will help you gauge if you’re about to start a conversation about something the person is unaware of, or if it’s something that’s already on their mind.
Giving feedback to team members doesn’t need to be intimidating. Here, we provide examples of the types of employee feedback, how to ask for and learn from feedback, and things to keep in mind when giving feedback. In addition, we’ll talk about how performance reviews are changing in favor of a culture of feedback.
Behavioral feedback is feedback that is focused on an employee’s specific behavior that needs adjustment. If a sales-person is not meeting their weekly contact goals, it may not be effective to tell them they need to do better. A manager should find out why the calls being made are not as effective as they could be.
A poor example might be, “Nancy, you need to work harder to make more contacts with our prospects.”
Here you can say:
Here you can say:
Be specific and give examples. Some of the sample feedback comments listed above are positive, but don’t really give the recipient specific feedback about what actions or behaviors met your expectations and are desirable. They just communicate sentiment. Others convey expectations vaguely, using words like “dynamic” that don’t necessarily have a clear or shared meaning. Make sure you tell the person what your expectations are, what you appreciate, or what your understanding/ interpretation of a situation or circumstances is. Using similes and metaphors can be helpful, but you need to make sure you have a shared understanding of what they mean and of their value. Is it good to be like a “tree that’s branching out in all directions”?
The purpose of giving feedback should be to begin a dialogue so both parties come to greater shared understanding, where, as a starting point you communicate:
“We do not recruit committed employees. Committed employees are created,” says Lisa Wojtwiak, customer relations manager for the company Opinion Research Corporations, part of Infogroup. “It is our job to involve employees from day one.”
Tell millennials how to further improve what they already know. Millennials expectations are different from the older generations. Mentoring programs are one of the top two soft benefits millennials look for at an organization. Less than one in ten millennials think weekly communication is enough. In fact, 35% want it multiple times a day, while 25% think once a day is fine.