LEADING AND MANAGING PEOPLE

Assessment and Feedback

The behaviours in the table below show how you can demonstrate the skill of Assessment and Feedback at each of the competency levels in which it appears. Click on the plus sign to show the behaviours at that level.

Click here to read more about how the competency levels work.

Resources

Below you will find learning resources to help you develop the skill of Assessment and Feedback. Click on the links to access the resources.

PDFs

How Am I Doing? - Giving Effective Feedback
The performance management question covered in this PDF focuses on giving feedback. Often feedback has negative associations because it is used as a catch all term for less useful and negatively charged interactions, such as blaming, that are not very effective at helping address performance problems or to motivate people. The feedback technique covered here is a simple process that engages the other person, emphasises what has gone well, and covers areas for growth in a motivating way. 

How Am I Doing? - Assessing Fairly
The performance management question covered in this PDF focuses on development, whether to tackle an existing performance problem in your current role or to prepare for a new role. It provides a set of diagnostic questions to examine what specifically needs to change and then explains how to use the competencies to identify the required skills, finishing with advice on how to write a development plan.
VIDEOS

ON THE JOB ACTIONS
Process
Read and/or watch 'How am I doing? – Giving Effective Feedback’. Follow the wording exactly and giving feedback will be easier.


Habit
Develop the habit of giving feedback and praise within a few minutes of seeing someone do something effectively. Link your comments to something they believe is important e.g., ‘taking responsibility’.

Reviews
Hold short team reviews at the end of important activities and at regular intervals. Start with ‘What went well?’ Then look at “What could we have done differently for next time?”

Content
Be familiar with what is required in your team members’ role to help you recognise what effective performance looks like.

Assessment
If you are required to give performance ratings of your team members, get into the habit of doing this informally and privately by yourself (e.g., quarterly or every four months). Make short notes of why you have chosen the ratings so that you have evidence to support your formal ratings later. This also means that you will be able to spot a fall in performance early on and do something about it. Read 'How am I doing? – Assessing Fairly'.