Monitoring

One of the important concepts in a performance and development management process is the concept of continuous monitoring and measuring of individual, team and organisational performance. For performance to improve it is necessary that it be monitored and measured. Monitoring ensures, amongst other things, that products and services are delivered according to company standards, in acceptable quantities, at acceptable levels of quality, at agreed times, within budget and per customer requirement. Things that should be monitored are production aspects like workflow, methods, procedures, cost and results, and people aspects like perceptions, attitudes, relationships, cooperation and teamwork.

Another important aspect of performance and development management is the aspect of giving and receiving feedback. Once people agree to achieve certain goals and objectives, they need to know how well they are doing.

Constructive feedback on performance is important because it encourages and motivates employees to perform at acceptable standards. It also helps correct mistakes and solves problems; it builds relationships between people, saves money, and provides direction. People participating in a performance management process, both managers/supervisors and staff members, need to know how to provide constructive feedback to fellow employees as well as how to receive feedback in such a manner that it will have a positive effect on performance. Open and direct criticism provides the opportunity to clear misunderstandings and correct wrong perceptions and behaviour.

Click here to view a video on how to give constructive feedback role play.

Feedback is the process according to which you receive information from the external environment, on both the positive and negative aspects of your performance.

Feedback provides an answer to the question: “How am I doing?"

For best results, your feedback should be prompt, balanced and specific.

Timely Feedback: Provide feedback as soon as possible after the incident occurs. Feedback today on something that happened this morning means much more than feedback tomorrow or the following week. The incident is still fresh in the person’s mind, so feedback will be more meaningful.

Balanced Feedback: Mix positive and constructive comments throughout the discussion, where possible. Too much negative feedback might make people defensive and unwilling to communicate. If you recognise all the satisfactory performance in the beginning and leave the corrective feedback for the end, a person might feel ‘set up’. Disappointment and resentment might then replace any feeling of satisfaction. After giving corrective feedback, end the discussion with a plan for improving performance. Work closely with the staff member on the plan. The more the individual contributes to it, the more committed he/she will be to carry it out.

Specific Feedback: A vague comment, like “You could have done a better job on that report”, does not identify the problem. It does not indicate what was wrong and how to improve. It is not the type of feedback that will help someone achieve his or her objectives. Along the same lines, general praise like “You have done a good job on that report”, also does not specify what the individual did well and should continue doing. Specific feedback explains what the individual did and why it was effective or ineffective.

Focused on performance: Focus your feedback on the performance and the behaviour; not on the person.

Ensure that feedback is given in an atmosphere conducive to good working relationships and is given with sensitivity and empathy to maximise acceptance. Feedback should not be given in an open forum. Feedback should be confidential to the person receiving the feedback. Feedback should therefore be given behind closed doors where the person feels save and protected from embarrassment in front of peers and colleagues.