Thursday
Aug022012

Effective Feedback Models and Techniques

I regularly get lots of questions asking me about the best way to feedback to staff on their performance so I thought it would be useful to share some feedback models that have made my life easier.

The model I most commonly use is BOOST as it’s easy to remember can be used to give positive and constructive feedback.

BOOST Feedback Model

Balanced: Focus on balancing strengths and areas for development and keep it neutral

Observed: Focus on what you see not what you believe and rely on facts

Objective: Focus on behaviour not personality – what they said or did

Specific: Back up your comments with specific examples and impacts of the observed behaviour

Timely: Give timely feedback to give people the opportunity to reflect on the learning

AID Framework

I have also used the AID framework which can be used for both developmental and positive feedback.

Action: What the person did. E.g. I noticed you have been arriving late for work recently

Impact: The impact of that action. E.g. the rest of the team now feel as though they are also able to arrive late

Do: What you would like that person to do now. E.g. In the next month I would like you to arrive at work on time

FEEDBACK Model

I have also used the FEEDBACK model which is more lengthy to remember and can be used to give positive and constructive feedback.

Frame the discussion: Outline the purpose of the discussion. E.g. I’d like to spend 5 minutes discussing the team meetings with you

Evidence: Give specific examples of what concerns you, stating clearly the gap between your expectations and the employee’s actual conduct. E.g. I’ve noticed that you often come late to the meetings.  Yesterday, you arrived almost 10 minutes late

Evaluation: Explain how the behaviour is affecting your, your colleagues or your department. E.g. I’m a bit disappointed as this is not the behaviour I would expect from one of my deputies

Dig beneath the surface: Ask the employee for any reasons for the problem and check for training or support needs. E.g. What’s going on that’s stopping you getting to the meetings on time?

Behaviour not personality: Focus on what they did not who they are         

Acknowledge positives: Identify behaviours/skills to build on           

Constructive discussion: Explore ideas for a way forward

Keep it simple: Leave people with no more than 3 key points

EmailEmail Article to Friend

Reader Comments

There are no comments for this journal entry. To create a new comment, use the form below.

PostPost a New Comment

Enter your information below to add a new comment.

My response is on my own website »
Author Email (optional):
Author URL (optional):
Post:
 
Some HTML allowed: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <code> <em> <i> <strike> <strong>
« Top Twelve Tips for Giving Effective Feedback | Main | 10 Top Ways to Deal with Interview Nerves »