Você está dando feedback em uma avaliação de desempenho. Como você pode torná-lo mais eficaz?

Must be timely, targeted, specific to the individual performance, and not generalized comments. Focus on what went well, what didn't go well, and what needs to be done to improve. It has to be pre-scheduled and with ample time for quality conversation. Make sure to have good examples and evidence of both progress towards agreed goals and areas of improvement. The feedback giver must highlight how individual performance is contributing to organizational objectives and value. Always check about the staff's personal feelings and well-being, whether they received enough support to fulfill their goals, and what needs to change. Balance reflections on past performance as well as forward-looking to facilitate improved performance.

1. Have a coaching engaging conversation with your staff at the beginning of the year. 2. Be the Coach manager by creating a safe space for your team members to create their goals, support them to align those with the strategic priorities. 3. Regular check-ins and feedback 4. Dialogue, dialogue, dialogue throughout the year 5. Co-create, review as needed. Make the performance conversations so interesting, creative and about staff growth and development. Develop your people. Make it less about a process and box checking. This is about career planning, staff growth, trust and safety 👏 which enhances company strategy.

Preparation is key, nothing says "I don't care and/or you don't matter" faster than not being prepared with specific examples (positive and, if applicable, areas for improvement). Being prepared demonstrates respect and honestly caring about the individual receiving the performance evaluation.

Avoid surprises. Great people-managers provide both a constant stream of positive reinforcement (public as often as possible) and performance improvement tips (private as much as possible) to their direct reports. Of course these should be specific (time and place) and objective. By the time a performance evaluation conversation happens, there should already be months of 2-way conversation already accomplished, and written comments as a draft to get things started.

One way I have found performance evaluations helpful is when they have been considered as a conversation or a process for improved learning as opposed to a policing exercise! It should not be a tick box exercise but a process of introspection, reflective learning and innovation. Working in the non profit sector where impact may be illusive at times, using qualitative measurements for performance evaluation may be subjective. Therefore, it should be about emerging lessons and changes which can be useful to inform future innovations and work. .

It’s important for feedback to remain balanced, fair, and specific. Refer to your low-inference notes, be specific about what you observed, and based on current research and best practices, include what the person did well and what could be improved. Provide resources along with suggestions so the person receiving the feedback has time to review the materials provided, reflect on her or his craft, and implement the suggested changes moving forward. Be sure to schedule a follow-up observation which gives enough time for suggestions for improvement to be considered and implemented. Always provide praise whenever possible, remember that everyone deserves to be treated with dignity and respect, and that learning is a continuous process.

In my experience feedback has to be grounded in reality rather than in the idealism of leaders and managers. Feedback must specific and evidenced. In addition, there must also be a clear, evidenced and unambiguous pathway for employees to action the feedback.

An evaluation, or critique of another's performance should be balanced and delivered in a manner and tone that resonates with the individual being evaluated. One "style" of leadership is rarely effective with every individual, tailoring your approach to meet the unique needs of each situation.

Its always better to use balanced approach as finding perfection is next to impossible. One needs to be flexible in acknowledging good jobs for the sake of motivation and confidence building of the team members.

Be specific about how improvement will be measured. This makes sure expectations are clear. Where possible, I also try to add milestones and give feedback on the improvement. They got negative attention for their shortcomings; they should get some positive attention for their correction. This helps build rapport in the relationship. Clarity on what the specific correction is, in a written form, also lets both people know when something is resolved. In the example given, you could say, "I'd like to see you hand in all your deliverables on time for the next month." This way, if the correction is made at the end of the month, everyone can close the topic and move on to other items instead of having it hanging over every future review.

There is a world of difference between being critical (fact-based evaluation of performance) and criticizing (the appearance of disapproving of the individual). It is incumbent on the individual delivering the performance evaluation to clearly be doing the former and not the latter.

One must try to be utterly objective while evaluating and the focus should be on the overall improvement and boosting morale of the team members. The approach should be to zoom out and evaluate the overall performance in wholesome manner while highlighting the key areas when registering your feedback. Also, one should always lead by example and that goes a long way.

SBI is an extremely useful tool to frame discussion on performance. This construct when applied will help avoid using a criticizing tone and instead focuses on the facts in a way that makes the information easier to swallow.

You always have the option of not having an opinion. Listening and not having a prepared statement or response is okay. Repeating back what they said in your own words is an often-used effective strategy. Allow them to say their entire piece before integrating your own comment or question.

Evaluations are the perfect time to practice/demonstrate active listening techniques to make sure both parties share a clear and common understanding of both positive performance and opportunities for improvement.

Be curious. A performance evaluation is a recap of feedback from regular 1:1 discussions, ideally with a development plan/PDP/talent plan in place as well. Look around the edges of performance… I. It iced you were a bit uncomfortable in scenario x. What type of courses/supports etc could build resilience/knowledge in that area.

Não interrompa. É comum as pessoas ficarem na defensiva em reuniões de avaliação de desempenho e reagirem de forma negativa a feedbacks inesperados. Na reunião de feedback, todos devem lembrar que não é uma competição para ver quem está certo. Portanto, é importante esperar que os outros apresentem seus pontos de vista e questionamentos. Antes de responder, pergunte seguindo a estrutura: "deixe eu verificar se entendi a sua colocação, você disse que ...". Pessoas que ficam tensas com certa facilidade tendem a ficar na defensiva e podem não se expressar bem ou optar por não falar nada. Evite que isso aconteça! Ouça, espere, esclareça e só depois questione. Uma reunião de feedback não é uma competição para saber quem está certo.

When performance evaluations are only formal meetings a few times a year they are often considered irrelevant and degrade respect for leadership. Frequent, informal performance/feedback meetings are generally better received by team members and are viewed as more authentic.

1. **Specificity:** Offer concrete examples of achievements and areas for improvement, providing a clear understanding of performance. 2. **Constructiveness:** Frame feedback in a constructive manner, emphasizing opportunities for growth rather than solely pointing out shortcomings. 3. **Relevance:** Connect performance to broader team or organizational goals, illustrating how individual contributions impact the overall success. 4. **Encouragement:** Motivate the individual by acknowledging strengths and expressing confidence in their ability to overcome challenges and excel in the future.

I've found complimenting team members when they perform seemingly small insignificant tasks goes a long way in uplifting morale. It shows that you're paying attention and are willing to see the positive as well as the areas of improvement they have.

The Feedback Toolbox Create a box filled with items symbolizing a specific aspect of performance feedback.    - A Mirror: Symbolizes self-reflection. Encourage the employee to reflect on their own perceptions of their performance.    - A Compass: Represents direction and goals. Use this to discuss future objectives and career path.    - A Light Bulb: Stands for new ideas and innovation. Highlight creative contributions and encourage continued innovation.    - A Rubber Band: Signifies flexibility and adaptability. Discuss areas where flexibility has been key and where it can be improved. This approach makes feedback memorable, interactive, and less intimidating! Get creative and make it an encouraging experience!