Giving honest constructive feedback is not always easy. I am sure we can all think of a time when someone has stumbled trying to give constructive feedback or has delivered it in a demeaning or critical fashion. Even positive feedback - if it is not specific enough or is given when it is not warranted provides little value.

The manager-employee relationship is the cornerstone of sound performance management, yet it is probably one of the most challenging elements. To be able to deal with a wide range of situations, managers draw upon established skills, interpersonal knowledge and experience. Each employee comes to work possessing a different skill set, perspective and personality. Therefore, manager training will have to meet a variety of needs.

If we assume that managers should:

-maintain respectful, trusting relationships with his or her direct reports

-ensure that communication is ongoing, open and honest

-be able to clearly communicate performance expectations and link them to business objectives

-provide actionable, constructive performance feedback to direct reports

-set guidelines related to deadlines

-set performance expectations that challenge direct reports and provide them with stretch opportunities

-identify problems and apply creative problem solving

-identify learning needs and opportunities

-help keep individuals motivated, express appreciation and reward effort and achievement appropriately

-be skilled at performance documentation and cognizant of legal and regulatory implications

-use an individualized approach for each direct report

Then…

Training could address many of the following topics:

-documenting employee performance

-completing the performance appraisal

-structuring the appraisal meeting

-setting goals that are specific, measurable, achievable, relevant and time-bound

-identifying appropriate performance metrics

-providing coaching and motivating others

-delegating

-appropriately delivering open, honest feedback

-understanding human behavior

-listening actively

-developing a learning plan

-understanding legal requirements and implications of performance management

-dealing with poor performance and critical incidents

-using performance management technology (if appropriate)

-understanding the organization’s performance management system

In the summer of 2006, an HR.com survey with 1,031 participants showed that 72% of organizations provided training on giving and receiving feedback, 68% on conducting a performance appraisal meeting, 62% on writing performance appraisals, 45% on maintaining ongoing documentation, 41% on providing motivation and 32% provided other related training. The only type of training correlated with perceived effectiveness of the performance management process related to conducting a performance appraisal meeting.

Which areas are of importance for your organization? Which areas would you like to know more about?