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Models of employee feedback. Feedback laws

Feedback is a tool for personnel management and increasing the efficiency of business processes, which must be taken into account in every aspect of any organization. This is a powerful tool of influence, with the help of which information exchange is carried out between the manager and subordinates, and allows the manager to receive up-to-date information about the consequences of management decisions and adjust the work of individual employees and entire departments.

An experienced manager uses feedback in order to achieve maximum interaction efficiency and productivity of his subordinates: he directs their efforts, identifies the causes of failures and low motivation of employees, encourages and inspires. Feedback allows employees to make the necessary adjustments in the process of performing work, and also acts as a powerful motivation factor, contributing to the manifestation of satisfaction with the results of work.

As practice shows, many managers do not attach much importance to how exactly they provide feedback to subordinates, often doing it on the fly. And often high-class experts in their profession, but without managerial knowledge and skills, become managers. It can be difficult for such managers to communicate competently with subordinates.

But feedback should be a natural working tool in daily work.

THE VALUE OF FEEDBACK

Feedback – this is informing the interaction partner about the perception of his activity by others, reactions to it, the results and consequences of this activity; This is the transmission of evaluative or corrective information about an action, event or process to the original or control source.

The need for feedback is natural for any person, be it a top manager or an ordinary employee. Am I doing what the company needs? Right or wrong? Will my efforts be recognized? The lack of feedback, as well as gross violation of the rules for providing it, deprives a person of guidelines in the organization and reduces his desire to work.

For a manager, feedback is a tool that allows you to:

Express recognition to the employee and support his high motivation;

Change the employee’s expectations, assessment and self-esteem;

Increase productivity and performance;

Clarify the goals and clarify the tasks facing the employee;

Understand the reasons for the employee’s undesirable behavior;

Adjust employee behavior and expectations in order to more rationally use the opportunities of the situation;

Target an employee for development in a specific direction;

Develop mutual understanding and mutual trust;

Maintain a positive atmosphere in the organization;

Develop cohesion and teamwork among employees, creating a team approach to work;

Identify that a process or tool does not provide the desired result;

Identify areas requiring modernization, change or development to ensure sustainable growth and progress of the organization;

Determine the level of employee satisfaction with work in the company or team.

As a result of feedback, the manager receives information about the progress of tasks, allowing him to promptly identify and solve emerging organizational problems. He can judge his subordinates (their moods, expectations, abilities, motivation, plans for the near and distant future, assessments, etc.) and how they evaluate the style and quality of management, the personal contribution of managers, their authority and influence on organizational and business processes.

To maintain feedback, the manager requires certain experience and skills in constructively using the information received; implementing appropriate organizational procedures and establishing standards; taking time to provide feedback and reflect on its results; making changes based on feedback.

Common Feedback Mistakes

When providing feedback, managers should avoid the following mistakes:

Unconstructive criticism. Rough and aggressive condemnation of the actions of a subordinate, excessive emotionality, which manifests itself in the form of sarcasm, arrogance, and disrespectful attitude can shake the employee’s self-confidence and undermine his morale. For example, if a manager assigned a subordinate to write a report and was dissatisfied with the result, in this case, instead of direct criticism (“this report does not contain the information I need,” “this needs to be completely redone”), you should ask what, in his opinion, was the goal task, whether the employee managed to achieve it, how the result can be improved. Before moving on to the subject of criticism, recognize certain strengths of the subordinate, his positive contributions and achievements, starting with praise.

Getting personal. A manager must ensure that the feedback he provides to subordinates relates solely to their actions and not to their personal qualities. A manager who makes a negative assessment of an employee's character (say, "You're too harsh") makes that person feel defensive and mentally contradictory. Criticize the person's actions, not the person himself. It’s one thing to say, “You’re a smart, thinking person, but you didn’t act with foresight,” another, “You’re an idiot, you did such a stupid thing!”

Use only common phrases. A manager who provides an employee with feedback in the form (“you are a good leader,” “you have done a serious job,” etc.) may not achieve the desired result. The subordinate might be flattered by the compliment, but it won't give him useful information about what he did right and what needs to be improved.

FEEDBACK RULES

For feedback to be effective, you should not resort to it if you have not prepared for the meeting, if you are in a bad mood, or do not have free time.

Before giving feedback, you need to understand what result you want to get from a conversation with an employee. Then it will be much easier to structure the conversation correctly. Regardless of the purpose of the conversation, it is useful to follow the following rules:

Study all the information about the issue and prepare to provide feedback using the following algorithm. Table 1.

Table 1. Preparing to Provide Feedback

Question	Answer (to be completed before meeting with the employee)	Comments (to be completed during and after the meeting)
What do you intend to achieve by providing feedback?
What exactly would you like to improve in the actions of your employees?	1…. 2….
What questions do you want your subordinate to answer?	1….. 2….
What difficulties may arise during the meeting and how to deal with them?	1….. 2….
How long will it take for the meeting?

Feedback should be provided in appropriate conditions, in a friendly environment and without external interference.If possible, Prevent interruptions, phone calls, etc.

Feedback should be constructive. Talk first about what is good, what and why is bad, and how it needs to be corrected. Feedback ideally should contain highlighting the strengths in the employee’s activities and behavior and weaknesses - places that require correction, reserves for the employee’s improvement. Talk about what can be changed/added at the action level to achieve a result close to the ideal.

Feedback should be timely and factual.
Give feedback soon after the event you discuss with the employee. You should not conduct a “Debriefing” two or three months ago, this will cause a defensive reaction from the subordinate. Talk about a specific event. For example: You showed up at work at 10:45 today. This is the second time in a week, let's discuss it? But not like this: Do you always sleep until eleven and are always late?

Feedback should be specific, clearly expressed and understandable to your interlocutor. It should contain examples of behavior rather than describe general patterns of behavior.Notuse general phrases and do not use hints.

Discuss events and activities. Not a person.

Maintain a balance between positive and negative evaluation. You should start with the “good” part.

Involve the employee in the discussion and let him speak. It is important for you to know his opinion! Ask your subordinate to give his suggestions. What do you think a Customer who wanted to place an urgent order but couldn’t get through to us at 9:30 will do? What can be done to prevent such situations from happening again?

State your conclusions clearly and record the agreement reached in writing.

Regularly check that agreements are being followed.

Immediately support any positive changes. Get them secured.

Don’t forget to give feedback not only on the outcome of the task, but also during the activity.

Your meetings with employees will be more productive if you start using these rules.

So, developing skills in giving and receiving feedback helps a manager create an atmosphere of mutual trust and openness, which contributes to constructive changes in work.

A leader must remember that with effective communication and constant feedback, there is unlimited potential for improvement in all areas of business and people management.

Feedback(feedback) - information that an employee receives about how the manager perceives and evaluates his actions.

Why feedback is needed:

With its help, the manager manages the activities of his subordinates, that is, he encourages the desired behavior and limits the unwanted. By praising an employee, he thereby confirms the correctness of his actions, compliance with the plan, and the ideas of the manager. If it is necessary to change the actions of a subordinate, the manager gives corrective feedback. This achieves the main thing - ensuring the effectiveness of the subordinate’s actions.
Feedback performs a teaching function. It allows the employee to find out what is expected of him, what are the criteria for evaluating his work, and how much his actions correspond to the correct technology for performing the work.
It performs a motivating function. The manager praises, encourages the employee and recognizes his achievements, thereby creating motivation for further work. With the help of corrective feedback, the manager creates a desire to correct the situation.
Providing detailed feedback is a manifestation of attention to the employee on the part of the manager, which has a beneficial effect on the relationship between people working together.

Thus, feedback is the most important component of such management processes as control, mentoring, motivation, and has the most powerful potential as a tool of managerial influence. For this potential to be realized, the following conditions must be met. Feedback should be:

Specific. The manager should not generalize and make global conclusions like: "You're always late for work", better to say . In feedback it is necessary to operate with specific facts, and not general judgments.
About actions, not about personality. Acceptable statement "You're 15 minutes late today", but not "you are an undisciplined person". An action can be corrected, but a character cannot be corrected. Therefore, a person is ready to accept information about the action, but is not ready to agree that he is some kind of different person, and will defend himself and argue.
Timely. Feedback should be given immediately after the behavior you want to encourage or change. This is also called the “hot stove rule” (if you touch it, the burn occurs immediately, not later).
Developmental. One of the tasks of feedback is to develop an employee’s ability to self-analyze, independently highlight his successes and shortcomings, and correctly search for their causes. To do this, the manager uses open ones, helping the subordinate himself to formulate the correct conclusions about his work. Conclusions drawn independently are accepted and remembered much better than those said by another person.
Adapted. All people are different in their level of sensitivity to criticism and readiness for self-development. The manager needs to adapt his feedback to the level of understanding of his subordinates: do not give a lot of corrective information at once if the person is able to understand and implement only part of it.

There are several models for structuring feedback, of which the most commonly used are the following:

"Sandwich Rule" Feedback is provided according to the structure “Positive - Corrective - Positive”. Such a structure is necessary for those employees who may not be emotionally ready to accept the need to adjust their actions. To prevent the employee from taking a defensive position in communication with the manager, feedback begins and ends with positive aspects in his activities (achievements, successes, strengths).

...In one of the companies, the supervisor had a tough, impartial conversation with a sales representative about the unconvincing dynamics of fulfilling planned tasks. At the end of the conversation, suddenly remembering the “sandwich rule,” the supervisor lowered his voice and said: “Well, in general, you’re great, customers at retail outlets speak well of you. Go to work". To which the sales representative, leaving, plaintively remarked: “Uncle Fyodor, your sandwich is somehow wrong...”

The BOFF model (Behaviour – Outcome – Feelings – Future), in the Russian version of the BCBB (Behaviour – Result – Feelings – Future). First, the manager describes the employee's behavior and the result to which this behavior led. Further, he enhances the emotional impact by mentioning the feelings that he (or the employee’s colleagues, the employee himself, other persons) feel about this. The feedback ends with a description of the desired behavior that the employee must demonstrate in the future. The model is used if the manager has doubts that regular feedback will be effective for a given employee.
SOR model (Standard – Observation – Result, Standard – Observation – Result). Designed to orient the employee to the correct technology of action. First, the manager reminds the employee of the existing actions in the company, then discusses with the employee his observations about his behavior, reaches the employee’s understanding of the results that his behavior can lead to, and achieves the employee’s willingness to comply in the future.

In addition to the ability to provide feedback, you also need to learn yourself and teach your subordinates to accept it correctly. To do this, it is important to follow several rules:

When receiving feedback, do not make excuses and avoid being defensive.
Ask questions for clarity, ask for examples of behavior, summarize the information received, and get confirmation that you understood it correctly.
Thank you for your feedback.
Make an action plan on what and how you can improve.

In the FMCG field, much attention has traditionally been paid to managers’ compliance with the rules for providing and receiving feedback, which can be enshrined in a number of other processes. For example, one of the functions of a meeting is summing up, i.e. providing feedback to the team, which should also be carried out taking into account the rules described above. This means that during the meeting he must operate with specific, relevant figures and facts (the rules of “specificity”, “timeliness”), start with the positive and achievements of the team (the “sandwich” rule), and focus on what needs to be improved today ( “adaptability” rule). At the same time, he should never “criticize” individual subordinates in the presence of others, that is, he must praise in public and criticize one by one.

You can endlessly discuss the topic of feedback in teams, both between equal employees and between subordinates and managers. The conclusion is always the same: either there is feedback or there is not. And this can be seen from the results of the work.

What is feedback?

Communications in the company are distributed not only from top to bottom - the boss came up with the idea, said it, and the employees carried it out. Nothing like this. Any task requires two-way interaction: vertical, when a subordinate is given a task, he asks questions and receives clarification, and horizontal - with neighboring departments and colleagues. Particular attention is required to the interaction of structures during company growth and staff expansion.

Why is feedback needed?

The manager clearly and clearly sets the task and presents the result of its implementation. Unfortunately, this does not mean that the subordinate understood everything as it should. The employee completes the picture in his head based on his knowledge and ability to decipher the manager’s language.

It is important to make sure that you are understood correctly, and - most importantly! – that you see the same end goal. This can only be clarified through dialogue, receiving questions from employees and talking through points that are unclear to them.

Neglecting questions from subordinates is dangerous. By not receiving questions or ignoring them, you risk seeing results that are not the ones you wanted. Imagine that your subordinate is the head of a department. He conveyed the task to his employees as he understood it himself. His people will also understand the task to the best of their ability. As a result, the initial information is distorted beyond recognition.

It is useless to then shout at workers, accuse them of incompetence and demand telepathy from them. Unfortunately, not everyone can read the minds of leaders.

How to organize competent interaction between employees and systematize work?

Introduce a rule in the company: everyone who receives a task from the manager asks questions, clarifies the rules and procedure for performing work. The likelihood of achieving the result you want will greatly increase.

Below, all typical tasks are described after they have been completed once or twice. A kind of instruction or regulation is drawn up with an algorithm for performing work that is understandable to everyone. This way you will save time on further explanations.

Intermediate points of task completion, especially during long-term work, are also very important. They must be recorded in the work schedule and checked. Otherwise, you are leaving everything to chance. The task has been set, time is running out, you won’t get the result soon - but what are people doing? In order not to ask yourself such questions, not to get nervous and not to create tension in the team, introduce a work schedule with intermediate results.

Result as feedback

The most important aspect of feedback is the end result. Now the manager asks questions, records and analyzes the results of the work. This will be the correct completion of the algorithm for completing the task - effective employees are encouraged and the necessary adjustments are made for the future.

Remember: lack of feedback creates chaos in companies. Managers and subordinates do not know what to think about their work, and they make up tall tales. Remember what comes to your mind when people important to you do not answer your call or request. Do you remember? Your employees imagine the same thing.

Create regulations, think about how you communicate with the team, on what issues and at what time. Do not neglect this right and rule.

It happens that an important employee or an old loyal client suddenly leaves, and you don’t understand why. You don’t understand because there is not enough feedback - there is no dialogue between you. If you work with feedback correctly, you can avoid such situations.

Why do you need feedback?

Feedback provides additional information and helps to better understand each other in order to avoid surprises and surprises. Without her, everything falls apart.

You thought that the employee understood you, but he did the wrong thing and will have to be redone. We wanted to write to the client tomorrow, but he asked for an answer today and a conflict resulted. You left a request on the website and are waiting for confirmation, but the letter went to spam and your mother will not receive a gift for the New Year.

Feedback is any reaction to an event or action. It is present everywhere: you pressed a button - you heard a characteristic click, you broke the rules - you received a fine, you let a client down - you lost it, you offended a cat - you found a surprise in your slippers. The answer to a question is also an example of feedback. They asked a question, received the information they needed, received a clarifying question, or received a rude response. Any of the options is feedback that you can work with. In the article we consider working with clients, subordinates and management.

Feedback principles

Feedback is a tool in the hands of the performer and the manager. If you use the tool incorrectly, at best, nothing will change, but you can cause harm. Therefore, before giving and accepting feedback, look at the principles of working with it. Benefit Feedback is based on a goal - what needs to be improved. All participants must understand it equally. Without a goal, you will waste your time.

The client left a request - show that the request was received and will be processed.

Specificity Dialogue will not work if the participants do not understand something or the information has not been verified. Therefore, feedback must be clear and accurate.

The client asked a simple question, and the manager answers with technical terms and circuit diagrams - the information is accurate, but there will be no dialogue.

Productivity It is not enough to understand the goal, you need to strive for it and remove distracting, counterproductive factors. There are two of them: switching to personalities and emotions. Timeliness If you rush or be late with feedback, you can devalue it. There is no general rule about when to give it - it depends on the situation, it can be constantly, instantly, in advance or later.

At a traffic light, the countdown to the green signal is constantly needed.
If you launch the program on a smartphone, it should open instantly.
Explain to your child in advance that stealing is bad; at 30 it will be too late.
Do not rush to punish an employee - you need to understand the situation, check the facts and wait until you are alone.

Regularity Feedback doesn't work if you do it sporadically. For it to produce results, people must develop the habit of receiving and giving feedback.

The training intern made ten mistakes, you discussed and eliminated only two - eight were fixed.

Marat Akhmetzanov technical support manager

I went from a simple specialist to a manager in onlinePBX technical support. I worked on the first and second lines, was a senior specialist, and have been heading the department for the last two years. Since 2015, I have conducted hundreds of interviews with candidates, participated in the creation of a training program, built quality control and implemented KPIs. vk.com/another_generation

Five rules of feedback

The principles answer the question “what kind of feedback should be”; in this chapter we will look at the basic rules of how to give. 1. Check the information Before giving feedback, check the accuracy of the information from the original source, check the facts, recalculate the numbers. Trust is hard to earn and easy to lose. 2. Control your emotions It is important to control your emotions and not get personal, and also to care about who you give feedback to. Don’t push on and don’t make others feel like fools; under stress, a person stops taking in information. 3. Ask questions Feedback is a dialogue; you need to involve the interlocutor in the conversation. During the conversation, constantly clarify: they still understand you, they agree with you, what the interlocutor thinks. Perhaps you missed something and need to go back. 4. Suggest the next step Keep in mind the goal and what you want to improve. Therefore, the result of feedback is the assignment of the next action or solution options. If this is not done, uncertainty arises. 5. Summarize So that everyone has the same understanding, summarize: what was the goal, what was discussed, what is the next action. It happens that we discussed it together, but understood it differently; a short summary at the end helps to avoid such situations. Now let’s practice giving feedback on the client Zhanna, the employee Igor and the manager Anatoly Borisovich. Let's look at it from the perspective of the person receiving the feedback: let's look at what's important to them, how they think, and what they expect.

Customer Feedback

Zhanna lost her Internet and calls her provider. She needs to conduct a webinar on weight loss, so it is important to fix the Internet as quickly as possible.

1. Check the information

A technical support specialist should first check the failures on their end before advising you to reboot the router. There is no need to waste Zhanna’s time and irritate her with memorized phrases.

2. Control your emotions

If the router still needs to be rebooted, the specialist must patiently and thoroughly explain how to do this. You may have to repeat the same thing many times - don't get annoyed. Zhanna knows everything about losing weight and should not know anything about twisted pair cables, broadcast DHCP requests and the router firmware version.

3. Ask questions

During the process, you need to explain your actions and ask questions. What did you do, what does Zhanna see in front of her, did the green lights go out or not after the power was turned off. This helps to solve the problem consistently, not miss anything, and keep the client in the loop.

4. Suggest the next step

It is important for Zhanna that her problem is being solved and will continue to be solved. If the specialist does not see any failures, a reboot should be suggested. If it doesn’t help, suggest calling a technician. If the problem cannot be solved here and now, you need to offer an alternative: go to your neighbors, visit or cafe.

5. Summarize

At the end of the conversation, the specialist should summarize: talk about what they did to solve it, why it was not possible to solve it over the phone, remind you when the specialist will arrive and what to do now. If Zhanna is still unhappy, she cannot blame the specialist - he tried to help, was helpful and took care of her.

Feedback to employees

Designer Igor made the website layout not according to the brand book, it needs to be redone. If you delay, the team will not be able to deliver the project on time and will lose the bonus. The manager needs to “talk” about this with Igor.

1. Check the information

Before the conversation, the manager should double-check all brand books, style guides, and interface style sets. Write down the most critical errors. You need to explain to Igor using specific examples, otherwise it will be difficult to convince.

2. Control your emotions

Igor is an experienced and respected designer, although he made mistakes. In order not to lose a valuable specialist, you need to think about his feelings in advance. The manager should talk to him in private; it is unknown how he will react; if you criticize him in front of his colleagues, he may be offended and leave for another department or company.

3. Ask questions

The purpose of feedback is to understand the causes of the error and eliminate them, and not to reprimand the designer for “hack work.” If you ask Igor about the reasons, it turns out that he is overloaded with projects and does not have enough time to check everything. Superman syndrome prevented him from saying this before.

4. Suggest the next step

To resolve the situation and deliver the project on time, there are many options: work overtime, hire another designer, order outsourced work, abandon non-priority tasks, re-negotiate deadlines with the client. The manager and Igor must choose a suitable solution and agree on the next step.

5. Summarize

In conclusion, the manager must discuss both problems - the designer’s workload and the layout not according to the brand book. Repeat decisions for each of them and remind about the next step - what the designer should do when he leaves the office. So, Igor is left with two options: confirm the agreements and go to work, or discuss them again.

Feedback to managers

Director Anatoly Borisovich canceled the annual bonus due to the company's low performance. But one employee has a mortgage and a son was recently born, so he came to the director to negotiate an exception.

1. Check the information

Anatoly Borisovich is an experienced businessman; he speaks with employees in the language of numbers and facts. Therefore, you need to prepare for the conversation: choose the right time, raise department indicators and calculate the contribution to the company’s profit, remember overtime and additional tasks.