Constructive feedback enhances performance and assists with professional growth. As employees want to perform at their best and basically want to BSBMGT502 Manage People Performance Page 31 of 63
Canberra Business and Technology College progress. By providing them with constructive feedback we will be assisting them in their progression and also show them and organisation look after their employee development. 4. What are effective ingredients of feedback? Frequency: Frequent feedback is very important to helping the team. If a person waits for 6 months or a year for performance evaluation, it’s already too late. So timely feedback should be given at regular intervals to help team members develop. Be specific and factual: While giving feedback leaders should be too general. Also, when describe anything relate that by giving an example. Other ingredients are stay mission-focused, encourage people into growth and time management. 5. What do you do with the feedback results? Firstly, I will interpret the result, as I should know where is my organisation stand before I start making changes that move the needle on engagement. There are a lot of ways to examine survey or feedback data, but analyse these data gives me a sense of our strengths and area of opportunity such as the area where we stand to grow most will be lowest scoring questions, multiple time in every year of survey data, identify areas where progression or engagement has dipped and need to consider why it has declined. After chosen the area where we need to focus, we will discuss questions in more depth like we will discuss why team performance is lacking on this question. After discussed areas of improvement, we will start brainstorming to step forward. After having manager and team members opinions, we will decide our next step that will lead to long term improvement. After that I will implement the decision, which is an overwhelming task, if the long-term objective involve major changes. I will break up all larger initiatives into smaller tasks for multiple individuals to make the process more manageable. Then, I will check and evaluate the results of team’s initial goals, if the new adjustments and strategies do not seem to be working, we will discuss alternative BSBMGT502 Manage People Performance Page 32 of 63
Canberra Business and Technology College actions. 6. Develop a coaching plan based on the feedback of an underperforming employee who needs training. Coaching Plan Name: ______Sandra__________________________ Manager: _______Steve Johnson___________________________ Required Training _____Time management______________________ Date of meeting: ________17/12/2019_____________________ Areas where excellence in performance has been demonstrated Sandra is very bad in time management. She spends too long on projects. Her computer skills are not so good, so she took a lot of time for making any reports or documentation, because her speed on tying is very slow. She do not respond to the email on time. She has poor punctuality, she always late for completing her tasks and come late for an appointment. This may be because of her accepting too many tasks. Because of lack of energy, she constantly falls behind in tasks, so she needs to work extra hard to catch up.
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