How do you communicate and deliver constructive and positive feedback during performance appraisals?

Before you approve a performance appraisal, you'll do well to have accurate records of the employee, past evaluation records, achievements, feedbacks from other stakeholders are all necessary areas to collate records from before performance appraisal. This preparation is important to ensure the deserved gets rewarded for their effort and contribution. This is one good way to avoid after-math appraisal conflicts in a work environment.

Preparation by the manager and not just the team member will be reassuring for the team member that they are important and being cared for. Documenting the various achievements and progresses and discussing the same with the team member will be a great morale booster to them !! This specific preparation also helps in having an unbiased performance appraisal with no biases that can creep in.

It is a great idea for the manager to collect this data and discuss it with the employee on an ongoing basis. Additionally, having the employee complete a self-assessment, in advance, and make available to the manager will give insight to the manager about where the employee believes they stand and will also help the manager prepare for the discussion.

Begin by acknowledging the employee's strengths and achievements, setting a positive tone for the discussion. Then, discuss areas for improvement using specific examples and actionable suggestions, ensuring clarity and focus on behaviors rather than personal traits. Encourage open dialogue by inviting the employee's perspective and ideas for improvement, fostering a collaborative environment. Finally, conclude with reaffirmation of their value to the team and the organization, reinforcing their contributions and potential for further development. This approach not only supports employee morale but also promotes continuous improvement and performance excellence.

The key thing here is the performance appraisal should hold no surprises. It's not an opportunity for you to bring up negative performance that has never been raised as an issue previously. People aren't stupid, if you sound text book or too sickly (couldn't think of another word for it) they'll see right through it. Be authentic and be yourself. Unless it's a new team member, you should already have a level of rapport, credibility and trust with the individual. If you only meet twice a year to discuss performance and never coach your team, then you're wasting your time!!

Including feedforward information - what the employee can do in order to reach the next level of performance - is also helpful to include as part of constructive feedback.

In certain cases, consider that the employee may need time to digest the feedback before creating an action plan for improvement. Managers can lean into their emotional intelligence and determine if extra time is needed. If so, they can initiate and schedule a follow-up meeting where the employee can come prepared with their input into the action plan.

Foster a culture of reciprocal growth by transforming feedback into a dynamic dialogue. Invite employees to share their perspectives, concerns, and aspirations, and acknowledge their emotions. Encourage collaboration, secure their commitment, and empower them to co-create their own success. By doing so, you'll unlock their full potential, drive engagement, and propel your organization forward.

There should be no surprises in the performance appraisal meeting. Having performance conversations during the year ensures surprises are reduced. Additionally, don't try to rush the discussion. If more time is needed to set plans for the upcoming year, use a separate meeting. This will help ensure the employee is prepared to set goals for the new year and is able to give their input, buy-in and commitment to the what's expected of them going forward.

Avoiding the elephant in the room during appraisal discussions is a BIG NO. Make sure as a reviewing manager you share your views Ina. Formally document. While everything may not be accepted, you stick to facts. When sharing overall feedback it’s critical to share key expectations and why you rated what you rated so that there aren’t any ambiguities. #myPOV

From experience, I'd also add: 1. If your system allows people to ask for feedback, educate the person giving the feedback to offer a reason if they feel that they can't give feedback. Having had a feedback request declined, with no reason given, this is damaging, rude and poor practice, especially from senior leaders. 2. If you're going to give feedback it's useful to give some positive examples and then give some examples of where improvements would make a difference. The feedback is then reinforcing and developmental. 3. If you're a leader and in the process of calibrating feedback as part of the process, put forward as part of the review, avoid soliciting one-off, negative feedback as a means of discrediting the positive feedback.