One of the most important expected abilities of managers is “improving performance” during the performance management process. Feedback is an important part of this process.

Man­agers are expect­ed to mon­i­tor the progress and achieve­ment of goals while set­ting per­for­mance goals for their employees.

This per­for­mance mon­i­tor­ing aim is not to catch up and pro­vide sup­port­ing doc­u­ment for pro­vid­ing a low per­for­mance score. Rather, the pur­pose of per­for­mance mon­i­tor­ing is to iden­ti­fy work behav­iors that can be improved and pro­vid­ing feed­back to the employ­ee for guidance.

PM, which is imple­ment­ed at great expense in orga­ni­za­tions, is expect­ed to have a func­tion beyond pro­vid­ing new addi­tion­al doc­u­ments for show­ing off to audi­tors. It must add val­ue to the business.

Thus, feed­back must con­tain some char­ac­ter­is­tics in order to be effec­tive. It sup­posed to effect pos­i­tive­ly on solv­ing prob­lems and cre­at­ing improvements:

Observing Courtesy and Respect in Performance Management

Let’s not crit­i­cize rude­ly. Even the most log­i­cal and com­mon beliefs are inevitably unac­cept­able if they are com­bined with inap­pro­pri­ate words. If we mix our feed­back with unpleas­ant words and tone, we have pre­pared a bit­ter and throw­away con­coc­tion. Exper­i­ment: Start a log­i­cal sen­tence that you know the oth­er per­son accepts with a curse word. It is rarely accepted.

Starting a Dissenting or Corrective Opinion

To start express­ing a dis­sent­ing opin­ion, you must start polite­ly. Speak­ing like a protest sen­tence from the bot­tom of high school class­es will not have an inter­est­ing result. It is appro­pri­ate that the ori­gin and posi­tion of the oth­er per­son be accept­ed and the address should be the same so that we expect acceptance.

Feedback Environment

Specif­i­cal­ly, neg­a­tive feed­back that is pre­sent­ed in front of a group is doomed to rejec­tion. No one likes to be crit­i­cized in a group and to look incom­pe­tent. There­fore, the appro­pri­ate feed­back sit­u­a­tion and atmos­phere that is per­son­al and con­fi­den­tial will play an impor­tant role in the suc­cess of the feedback.

Consider a Degree of Uncertainty

We live in a world of uncer­tain­ty. We may not have under­stood the basis on which the dis­sat­is­fac­tion was cre­at­ed cor­rect­ly or we may have made a wrong judg­ment. In this way, we con­sid­er the pos­si­bil­i­ty that the oth­er par­ty may be right and the pas­sage of time will reveal it. For this rea­son, it is rec­om­mend­ed that you do not present your opin­ion with com­plete cer­tain­ty, your opin­ion may not be correct.

Mutual Opportunity for Persuasion

Do not impose the neg­a­tive points of the oth­er par­ty’s opin­ion on him by bom­bard­ing him with con­sis­tent talk and evi­dence. He must have a chance to return. If you con­sid­er him stead­fast in his opin­ion, he will also be in this direc­tion and will only defend him­self and his beliefs.

 

Feel free to con­tact us for more solu­tions in per­for­mance man­age­ment prac­tices and oth­er HRM relat­ed mat­ters in Iran:

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