Sunday, September 15, 2013

USING FEEDBACK AS A TOOL FOR EMPLOYEE

Extracted from “The Star – 14th Sept 2013”

 

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Have you ever been in an auditorium with audio equipment, and just as the microphones are switched on, a painful high-pitched whistle is emitted? That screeching sound is known, in audio terminology as feedback.

   In layman’s terms, most of us know feedback as information given in response to a particular process or action. However, the negative association of feedback still exists: we imagine long complaining sessions or a series of “missiles” aimed at bringing us down.

   The audio definition of feedback is explained as the loop that exists between an audio input and output. Similarly, that out to be the way we utilise feedback for performance review: a constant cycle of information that connects effort with result.

   Most organisations underestimate the value of feedback but push for effectiveness and productivity with little regard given to how to encourage those results.

   Feedback must be presented in a manner that is accurate, actionable and timely. Failure to do so usually results in interactive sessions that are emotionally charged and damaging to a person’s morale.

   Accommodating feedback into management processes can be highly constructive and empowering tool for various reasons.

FACILITATES PROGRESS

   Feedback is especially helpful to measure a person’s growth and contribution, but most employees fear tracking their performance because they worry that their progress will not match their employers’ expectations.

   However, that kind of transparency is essential in ensuring that the employee develops in soft and hard skills.

   Positive performance habits are reinforced while negative traits can be identified and weeded out.

   Feedback shouldn’t just be on past patterns, but should also be establishing further steps that can be taken to accelerate towards achieving future goals.

CREATES AWARENESS OF WEAKNESSES

   Negative behaviour in the workplace needs to be recognised and inhibited before it develops. Feedback is necessary to address these flaws to ensure that errors are not repeated or translated into dismal performance results.

   Failure to weed out unsatisfactory practices will only breed terrible attitudes and lousy work ethics. Occasionally, the offender may not even be aware of his/her own actions and feedback would help him/her to improve not just as an employee but also as a person in general.

   The best way to do this without being offensive is to dwell on possible alternative actions rather than dwell on the inadequacy of past ones. Articulate your corrections thoughtfully to assure that you don’t come across as derogatory or unappreciative.

IDENTIFIES STRENGTHS

   In a similar vein, feedback ought to also be a tool to encourage positive behaviour by highlighting positive action. One thing worse than being told we are doing something wrong is not being told how to get it right.

   Acknowledging strengths affirms a person and builds his confidence; doing so tactfully in public will inspire other employees to also embody similar traits or actions.

   But it’s more than just rewarding productive; it’s also creating an environment that affirms and ingrains the organisation’s values and visions in each individual.

PROMOTES INDEPENDENCE

   Feedback cycles also encourage each employee to be more independent. They help to groom and nurture talent into effective employees as desired by the organisation.

   Feedback acts as a guidance system to help employees self-regulate with the motivations and ideal behavioural styles; they are able to autonomously set goals which will be beneficial to themselves and the organisation.

   It enables the employees to become more resourceful individuals, confident in discovering creative solutions to improve their performance as well as maintaining a sense of accountability to authority.

   But feedback isn’t just a self-improvement tool for employees; employers and managers can also use it to enhance their capacity as leaders.

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