Give and Get Great Feedback

The Key to Great Performance

Why Feedback is Important

  • Positive feedback tells people when they are doing something well and encourages more of the same.
  • Constructive feedback helps a person to understand what they can improve, change or stop doing and why.
  • Without feedback people are often unaware of how their performance or behaviour is perceived by others and the impact it has.
  • Giving, requesting and receiving feedback area key skills important for growth – both your own and others’
  • Feedback can be viewed, given or requested from the Feedback page which is accessible in both Plan+Do and Talent

Requesting Feedback

  • Proactively invite feedback rather than waiting for it to come to you
  • Select the person you’d like feedback from. Get feedback from a range of people to get different perspectives and look to those you interact with frequently and can give you frank and honest feedback
  • For Managers – you can request feedback about someone in your team
  • Decide who will see the feedback
  • Feedback can be linked to your work on a specific team, particularly if you are a member of multiple teams. That way, you’ll be able to access the feedback from within that specific team area, as will your team leader (if shared with them)
  • Then select what you’d like to request feedback on, align it to a growth goal, objective, skill, or strength to target the areas you’re working on.
  • Be specific in your request. Ask a targeted question about a specific behaviour or instance. Asking a general question like “How am I going” is unlikely to give you specific, actionable information
  • You, and anyone you have made the feedback visible to, will receive a notification once the feedback is received

Giving Feedback

  • Feedback can be given in response to a feedback request or unprompted
  • Effective feedback is:
    • Delivered as close to the behaviour or event as possible
    • Objective and focused on observable actions or behaviours, with specific examples of what was observed
    • Describes the impact of the person’s actions on the team, customer, you, project deliverables, the organisation or stakeholders
  • For corrective or constructive feedback;
    • Provide actionable suggestions about what could be done differently next time, to make this a learning moment
    • Avoiding emotional or personal generalisations such as ‘irresponsible’ or ‘unprofessional’
    • Be aware of your own emotions.  Do not give feedback when you are upset or angry

Giving Unprompted Feedback

  • Select who you’d like to give feedback to and who else will see this feedback. Feedback will be automatically visible to the person you are sending the feedback to but select anyone else who should see it (like their manager)
  • Select the relevant team (if the individual is a member of more than one team).  If you’re unsure, leave it blank
  • What is the feedback about? – it’s important to be specific. Align it to a growth goal, objective, skill, strength to target the areas the person might be working on. Any goals or objectives that have been made visible to you by this individual will appear as options

Giving Requested Feedback

  • Individuals can send you a feedback request if they’d like to receive feedback from you about themselves, or for managers, about their team
  • You’ll receive a request to provide feedback via a notification, you’ll also see it on your Feedback Dashboard
  • To provide your feedback simply click on the feedback request. The rest follows the same process as giving unprompted feedback, but you wont need to choose the visibility, that is already set by the individual who requested feedback.
  • Add your observations, the impact, and any suggestions or support you can provide.

Receiving Feedback

  • Feedback is only useful when you reflect and act on it. Acknowledge feedback you receive and determine how you’ll use if for your growth
  • To respond constructively to feedback:
    • Clarify your understanding by asking for specific examples
    • Focus on the future – ask for specific advice on what to do differently next time.
    • Don’t be defensive. Focus on the content, not on the person giving the feedback
    • Use it as an opportunity to make a change and act on the feedback.
    • Encourage the feedback provider by thanking them for their feedback. Let them know that their observations are helpful
  • To acknowledge the feedback – select your response and then add your message.

Your Feedback Dashboard

  • See all feedback you’ve requested, received or provided in one place so you can refer back to it easily and keep track of outstanding requests
  • Managers can see all feedback shared with them about their team members in their Feedback section of the relevant team the individual is a member of
  • Your feedback dashboard shows a summary of all the feedback relevant to you:
    • Feedback about me – is feedback you’ve received about your self, whether you’ve requested it or it’s come to you unprompted
    • Feedback I’ve given – is feedback you’ve provided to other people
    • Feedback Requests – shows any outstanding feedback requests you need to respond to, any outstanding feedback you’re waiting for, or any other feedback requests you’ve made about someone in your team
  • Feedback that has been linked to a  specific team will also be accessible in the team menu for that particular team
  • Remember to refer to your feedback as part of your pulse checks, growth and performance conversations to have more meaningful and effective conversations

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