LEADING AND MANAGING PEOPLE
Assessment and Feedback
The behaviours in the table below show how you can demonstrate the skill of Assessment and Feedback at each of the competency levels in which it appears. Click on the plus sign to show the behaviours at that level.
Level 1
- Has regular face-to-face meetings with staff to review progress, praise, provide constructive feedback, embed safe working practices, and deal with performance concerns promptly.
Resources
Below you will find learning resources to help you develop the skill of Assessment and Feedback. Click on the links to access the resources.
PDFs
How Am I Doing? - Giving Effective Feedback
The performance management question covered in this PDF focuses on giving feedback. Often feedback has negative associations because it is used as a catch all term for less useful and negatively charged interactions, such as blaming, that are not very effective at helping address performance problems or to motivate people. The feedback technique covered here is a simple process that engages the other person, emphasises what has gone well, and covers areas for growth in a motivating way.
How Am I Doing? - Assessing Fairly
The performance management question covered in this PDF focuses on development, whether to tackle an existing performance problem in your current role or to prepare for a new role. It provides a set of diagnostic questions to examine what specifically needs to change and then explains how to use the competencies to identify the required skills, finishing with advice on how to write a development plan.
Confronting and Challenging (DESCB)
Conflict or confrontation is tricky for a lot of people. Many avoid it as much as possible; others do it but don’t get a very receptive response. When you’re leading a team dealing with conflict, whether it be a disagreement between team members or a performance issue, is unavoidable. This PDF covers a useful, simple technique to help you structure your conversation when confronting or challenging someone.
The performance management question covered in this PDF focuses on giving feedback. Often feedback has negative associations because it is used as a catch all term for less useful and negatively charged interactions, such as blaming, that are not very effective at helping address performance problems or to motivate people. The feedback technique covered here is a simple process that engages the other person, emphasises what has gone well, and covers areas for growth in a motivating way.
How Am I Doing? - Assessing Fairly
The performance management question covered in this PDF focuses on development, whether to tackle an existing performance problem in your current role or to prepare for a new role. It provides a set of diagnostic questions to examine what specifically needs to change and then explains how to use the competencies to identify the required skills, finishing with advice on how to write a development plan.
Confronting and Challenging (DESCB)
Conflict or confrontation is tricky for a lot of people. Many avoid it as much as possible; others do it but don’t get a very receptive response. When you’re leading a team dealing with conflict, whether it be a disagreement between team members or a performance issue, is unavoidable. This PDF covers a useful, simple technique to help you structure your conversation when confronting or challenging someone.
VIDEOS
Webinar - How To Give Motivating Feedback
Regular and effective feedback can improve confidence and performance and prevent problems with behaviour and skill occurring or continuing. Your hosts Jacqy Munro and Mandy Geal explain:
- Examples of when giving feedback is appropriate.
- How the way you give feedback affects the brain, positively and negatively.
- How to phrase questions and statements when giving feedback to ensure the effect is constructive and impactful.
- How you can use feedback even when you are not a manager.
ON THE JOB ACTIONS
Process
Read and/or watch 'How am I doing? – Giving Effective Feedback’. Follow the wording exactly and giving feedback will be easier.
Habit
Develop the habit of giving feedback and praise within a few minutes of seeing someone do something effectively. Link your comments to something they believe is important e.g., ‘taking responsibility’.
Reviews
Hold short team reviews at the end of important activities and at regular intervals. Start with ‘What went well?’ Then look at “What could we have done differently for next time?”
Content
Be familiar with what is required in your team members’ role to help you recognise what effective performance looks like.
Assessment
If you are required to give performance ratings of your team members, get into the habit of doing this informally and privately by yourself (e.g., quarterly or every four months). Make short notes of why you have chosen the ratings so that you have evidence to support your formal ratings later. This also means that you will be able to spot a fall in performance early on and do something about it. Read 'How am I doing? – Assessing Fairly'.
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