For example, they may use the much-maligned "feedback sandwich," which bookends a critique between two compliments. In an effort to get through, managers may try to soften their delivery. Who are you to say? This is a disaster, and I'll never be able to improve."Īnd even if employees are receptive to the intended message, they may have trouble understanding the information and face difficulties implementing the feedback to improve their performance. Critical feedback can trigger defensive reactions: "That's wrong. But there are at least two obstacles that can stand in the way of that best-case scenario. In an ideal world, employees would learn and improve from the feedback their manager provides in the annual review. Opportunities for learning and relationship-building are often missed. These meetings are typically experienced as difficult conversations. Are their managers eager to coach their employees on how they can improve in the coming year? No. Do they approach these conversations with enthusiasm to learn new things? Rarely. Editor's Note: SHRM has partnered with The Conversation to bring you relevant articles on key HR topics and strategies.Įvery year, employees worldwide enter annual performance reviews with mixed feelings.
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