The Gift of Feedback - Engaging Performance for

Organizational Success

Elizabeth Veliz, MBA, SPHR President/CEO

Adelante HR Consulting, LLC.

Objectives �  Internal/External organizational risks

�  Challenges associated with feedback

�  Benefits of feedback – when delivered appropriately

�  A model that works

�  Employee life cycle and feedback relationship

External Organizational Risks

� PEST � Political � Economic � Socio-cultural � Technological

� Legal

Internal Organizational Risks

�  Lean, lean, lean – do more with less

�  Organizational restructuring

�  Staff engagement

�  Leadership skills/talent development

�  Communication – will we ever get it right?

�  Our aging workforce – succession planning

Identifying your organization’s risks…

�  SWOT Analysis

�  PEST Analysis (Environmental Scans)

�  Employee Opinion Survey (OCI, OCA)

�  Exit Surveys

�  Skills Inventories

�  Process & capabilities reviews

�  HR Audits

�  Turnover data

Why is it so hard? � Leadership avoids giving feedback

for a number of reasons: �  I’m not a babysitter � Employees should know better �  It’s in their job description �  I’m busy �  I’m not sure how to �  That’s what annual evaluations

are for

Why is it so hard? �  Employees avoid offering feedback as well

�  Tradition: I am an employee and do not dare express my opinion to management

�  Why bother, nothing will ever change �  Feedback is leadership’s responsibility – that’s

why they make the big bucks �  Fear; if I tell them how I feel, it will be used

against me in the future �  I don’t know how �  I just do as I’m told

Benefits of feedback

� Important role in coaching � For underperformance � For enhanced performance � For stretch or future

performance

Benefits of feedback

� Clarifies expectations for day-to-day work

� Improves relationships � Improves results Duke Corporate Education/ Harvard Business School Pocket Mentor

Have you been on the receiving end of this feedback? •  You have a bad attitude; it needs to

improve. •  Great job; keep up the good work. •  Let’s have a great day today and

really make it count. •  Go get’em Tiger!!! •  You are a valued member of this

team.

Elements of Effective Feedback

�  Specific and Direct

�  Timely

�  Focused on behavior

�  Balanced

�  Appropriate setting

�  Planned

Specific and Direct �  Feedback that lacks specificity is:

�  Confusing to receiver �  Nowhere to go �  Can’t improve �  It misses the mark

“At the meeting earlier this morning, you arrived fifteen minutes late. The meeting came to a standstill as you made your way to your seat, greeted your co-workers and settled in. The entire meeting was disrupted, resulting in the meeting running long. The message this sends to the rest of the team is…”

Timely

�  Timely feedback = fact-based �  Details still fresh �  Focus on facts vs. memory recall

�  Good rule of thumb �  Positive feedback – within 48 - 72 hours �  Developmental feedback – within the shift/day of the

incident or 24 hours

Focused on Behaviors

�  Behavior-based �  Reinforces desired behaviors �  Constructive versus personal

“You disrupted the meeting this morning when you came in late. You have no respect for the facilitator or anyone else in the meeting when you come in late. You made a huge spectacle trying to get to your seat. You embarrassed the facilitator and because of you the meeting ran late ”

Balanced – In the right setting �  Offer both positive/reinforcing feedback and

developmental feedback

�  Avoid hamburger feedback (sandwiching negative feedback between positive)

�  Praise in public

�  Criticize/develop in private �  One on one

Planned Feedback

�  Effective feedback is planned

�  Planned feedback is typically specific and focused on behaviors – not the person

�  Unplanned feedback typically results in Oops!!!

A Model That Works… � Facts

�  Impact

� Action

� Expectations

� Support

� Repercussions

Describe the FACTS �  Review what happened

�  Describe the specific behaviors exhibited by the employee

�  Who was present

�  When did it occur

�  Stick to the FACTS

�  Opinions are absent

Communicate the IMPACT � What impact did the employee’s behavior have

on: �  The team/co-workers �  The customer �  The supplier �  The organization �  The employee*

What ACTION are you taking?

�  So what? What are you doing as a result of the employee’s behavior: �  Disciplinary action �  Sending to training �  Sincere expression of appreciation �  Nominating for an award �  Presenting an award

Set CLEAR Expectations �  Describe expected behaviors

�  Describe “unacceptable” behaviors

�  Describe expected outcomes

�  Be clear about timelines

�  Be clear about responsibilities

�  Review relevant policies at this point

Offer your SUPPORT

�  Management support

�  Tools/resources available

�  Upcoming training sessions

�  Mandatory training/meetings

REPERCUSSIONS

�  What will happen if/when expectations are not met

�  Be specific about consequences

�  Make sure it’s not just talk… follow up, follow through

Example…FACTS Yesterday, at the employee luncheon, you approached two employees in the serving line who were holding two plates of food each. Several witnesses, in addition to the two employees, stated that you approached those two employees, took the second plate away from each of them, threw the food in the garbage, and told them that employees were allowed one plate and one pass through the serving line.

FACTS

After investigating these allegations, which involved interviewing the two employees and several witnesses who also came to HR to discuss this situation, we have determined that we have sufficient collaborating witness accounts to substantiate these claims.

IMPACT The impact of your actions are far-reaching. The two employees specifically expressed feeling embarrassed and humiliated. They further stated that they would not participate in future events hosted by human resources. Those who witnessed the event stated that they, “lost all respect for HR that day.” Additionally, the two employees complained directly to the CEO. The implications of your actions are that HR’s reputation is now damaged. Further, this department struggles every

IMPACT year with getting our budget dollars approved. The CEO called me personally to express his disappointment, and concern about the quality of the employees in this department. He further stated that he trusted our judgment in how we spend our dollars but now has doubts about the efficacy of our events in improving employee morale. Our budget and future goals/objectives are now in jeopardy.

ACTION

As a result of your actions, we are issuing a level one disciplinary counseling document. Additionally, you will be required to attend and successfully pass two classes in organizational development – Managing Your Emotions and Dealing with Conflict.

EXPECTATIONS Moving forward, the expectation is that you will refrain from these kinds of behaviors. There were other options, other actions you could have taken that day – yet, you chose to handle the situation in an undesirable manner. You are expected to treat all employees, visitors, patients/families and vendors with the respect and dignity you expect to be treated with. You, yourself would not have appreciated being treated the way

EXPECTATIONS

you treated those two employees. You will not yell, scream or holler at anyone in this organization. It is expected that you successfully pass the two classes in OD that you are required to take.

SUPPORT

You have been with this organization for 33 years. Obviously, we value your dedication and years of service. We are ready, willing and able to do everything in our power to ensure your success during this time and in the future. You and I will meet monthly to discuss your progress with meeting the expectations I have set out for you. We will meet upon completion of your two classes to recap and discuss lessons learned.

REPERCUSSIONS We are very interested in supporting you during this process, however, let me be very clear in saying that this behavior cannot continue. Should you fail to meet any of the expectations I have outlined for you during this meeting, you will face additional disciplinary action up to and including termination. Meaning, you will either be written up again, or you will lose your job. Am I being clear with this explanation? You can lose your job if you do not change these behaviors starting the minute you walk out the door today.

Strategies for successful outcomes

�  Allow the employee to talk (especially if no investigation has taken place)

�  Follow the four C’s – remain Calm, Cool, Collected and in Control

�  Be nice, cordial

�  Thank the employee for their time

�  Remind the employee that they are a valuable member of the team

Case Study – Nightime Pediatrics

�  Managers struggled with managing escalation and interpersonal conflicts of staff

�  Senior managers were part of the problem

�  Physician/staff relationships strained

�  Strained relationships at the top between CEO and Medical Director

�  The culture was not open to touchy-feely feedback

The Feedback Solution �  Implemented an “open” feedback model

�  User-friendly way to get 360-degree feedback, 365 days-a-year

�  Built-in accountability

�  Started at the top with the CEO & MD

�  Top-down approach

�  Focus on specific concrete behaviors

�  Perceptions shattered

�  Used a computer tool

Results �  HR rolled out the training at all the clinics

�  Top leadership committed to the process and led it in partnership with HR

�  Organization achieved a higher level of mutual understanding

�  Believe feedback promotes growth and health

�  A culture transformation – win-win feedback

�  Impacted relationship with patients

The ABC’s of Effective Feedback: A Guide for Caring Professionals– Dr. I.M. Rubin, Dr. T.J. Campbell, 1998

The Employee Life-Cycle

Feedback

Recruit

On-board

Train & Develop

Communicate &

Collaborate

Manage Performance

Exit the Company

Recruit

Employer of Choice

Highly engaged

employees

Effective Communication

On-board

Early, frequent feedback

Setting Expectations

Train & Develop

Leadership Development

Designing Effective Training

Programs

Manage Performance

Feedback for

Recognition

Feedback for

Underperformers

Feedback for

Coaching

Exit the Company

Reduced Unemployment

Claims

Strong Documentation

Clear Expectations

Effective Performance

Management

HR’s Role �  Facilitate the feedback process

�  Employee opinion surveys �  Action-planning sessions �  Employee-relations

�  Leadership development �  Skill development �  Partnership �  Influencer

�  Help shape the culture

Summary of Key Points �  Identify internal/external risks

�  Use feedback as a vehicle to increased employee engagement

�  Lead cultural change in your organization �  Open and honest feedback

�  FIAESR – the model works

�  Feedback impacts each phase of the employee life-cycle

The Key to Organizational Success...

FEEDBACK IT’S REALLY THAT SIMPLE

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References �  Kaplan, Daniel. "The End of Human Resources as We Know It."

HR Executive Online. Web. 7 Oct. 2011. <http://www.hreonline.com/HRE/printstory.jsp?storyId=533341854>.

�  Rubin, Irwin M., and Thomas J. Campbell. The Abc's of Effective Feedback, A Guide for Caring Professionals. San Francisco: Jossey-Bass, 1998. Print

�  Giving Feedback: Expert Solutions to Everyday Challenges. Boston, MA: Harvard Business School Pub., 2006. Print.

�  Sheppard, Blair H. Coaching and Feedback for Performance. Chicago, IL: Dearborn Trade, 2006. Print.

Questions