Feedback is a key to success. Managers at best-in-class healthcare and service organizations spend 50% more time giving direct feedback than managers at average or below average organizations (Beliveau, 2013). Yet, the feedback delivery also matters - a meta analysis of 607 studies on impact of feedback revealed that one-third of all feedback interventions actually decreased performance (Harvard Business Review, 2016).
Help managers become best-in-class. Managers need to grasp some simple psychological principles to become excellent feedback providers. With a little attention and practice, you can empower your managers to become great!
Here are six factors that impact the effectiveness of feedback (adapted from Steelman, Levy, & Snell, 2004).
Not all staff receive feedback the same way. Employees are all unique, they have their own histories, perceptions, and expectations about feedback. Managers must understand each staff member's individual receptivity to feedback - getting to know each employee can help managers unlock the secrets to providing feedback in the most optimal manner for each employee.
Below are four factors that impact one's receptivity to feedback (adapted from London & Smither, 2002).
Remember, feedback is the life source of a developing organization - we all need feedback to improve, stay engaged, and reach optimal productivity!
Contact CareProfiler to learn more about how we can help your managers learn to deliver effective feedback.
Beliveau, J. (2013). Middle managers' role in transferring person-centered management and care. The Service Industries Journal, 1345-1362.
London, M., & Smither, J. W. (2002). Feedback orientation, feedback culture, and the longitudinal performance management process. Human Resource Management Review, 12, 81-100.
Steelman, L. A., Levy, P. E., & Snell, A. F. (2002). The feedback environment scale: Construct definittion, measurement, and validation. Educational and Psychological Measurement, 64, 165-184.