egative Performance Feedback without Criticism

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Your seminar on conducting employee reviews without criticism has been a useful component in building staff management skills so that I can develop an effective work force. A survey conducted subsequent to your seminar indicated unanimous appreciation of my managers for your presentation. Ideas that you presented in that seminar have now become a standard part of our review process. C.E. Steuart Dewar, President and CEO, Dewar Information Systems Corporation

Constructive criticism, a standard ingredient in the employee-supervisor relationship, generates a lot of undue anxiety for both. Even if the supervisor offers his or her assessment objectively and with kind understanding, the criticism is seldom well received by the employee. The sensitive supervisor knows that pointing out performance deficiencies can be threatening to the employee's self-esteem, and in turn, damaging to their work relationship. This workshop will present a new approach to this uncomfortable problem, a method that does not utilize criticism but rather combines the techniques of collaboration, self-evaluation and mutual goal setting between supervisor and employee

 

Time Frame - One day Audience - Managers and Supervisors

 
 

Results Achieved

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• eliminate the manager's anxiety regarding performance discussions
• increased employee involvement in the evaluation process
• stronger employee commitment to self-improvement
• greater skill assisting staff in realistic performance based goal-setting
• solid dedication to frequent coaching sessions
• better insight into one's personal impact on employee performance
• ability to assist employees to diagnose and resolve performance issues

Skills Acquired

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ability to give negative performance feedback without using criticism skill  in providing feedback that encourages people to assume responsibility for their own improvement generate questions that empower employees to evaluate themselves competent guidence in helping people to "learn from their own experience" proficient preparation for giving an effective performance appraisal facility in preparing the employee for a performance discussion draft clear development goals: a well defined plan with a way to measure progress toward achievement proficiency in meeting the ten criteria for developing viable goals understand the importance of generating measureable goals

identify nine elements that should be scrutinized to ensure that any  appraisal comments are legally defensible  ability change roles from critic to coach and from judge to mentor recognize and act on the fact that performance feedback must be  a daily management activity ability to use different methods for appraising below standard, mediocre, and superstar performers know three strategies for group or peer evaluation discern the motivational importance of milestone discussions  skill in structuring a strong relationship between goal-setting, self-improvemenr, motivation, and self-feedback strategies

 
 

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