Performance Coaching and Feedback Worksheet
Description Performance Coaching Worksheet
How to fill out Performance Coaching And Feedback Worksheet?
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FAQ
Avoid giving unsolicited advice. Only a third of people believe the feedback they receive is helpful. Be specific. Come with a deep level of empathy. Don't wait for a quarterly review. Keep it private. Don't take the sandwich approach Make the conversation a two-way street. Focus on performance, not personality.
Coaching is about assisting employees reach their goals for the future. Feedback is about helping employees understand what prevents them from reaching their current goals. Coaching is about advocating optimal performance. Feedback is about reinforcing appropriate behavior.
Give employees regular, frequent feedback. Create a culture of team feedback. Push employees to their attainable limits. Be open to employee ideas. Encourage employees to learn from others. Ask employees for opinions. Build confidence.
Some examples of positive feedback are contractions in child birth and the ripening of fruit; negative feedback examples include the regulation of blood glucose levels and osmoregulation.
Be positive. Focus on the behavior, not the person. Be specific. Be timely. Make sure you are clear on why you are delivering the feedback. Don't use judgment as a means for feedback. Provide feedback from a neutral place. Make it a two-way conversation.
Determine the need. A continuous process that can be done through performance appraisal or by observing performance in the workplace; discuss the coaching process with the learner and agree on what the learning outcomes should be. Explain. Demonstrate. Provide practise opportunities. Provide feedback.
Give employees regular, frequent feedback. Create a culture of team feedback. Push employees to their attainable limits. Be open to employee ideas. Encourage employees to learn from others. Ask employees for opinions. Build confidence.
Stick to the facts and underline expectations. Emphasize behavior. Align records of past performance. Describe proof of misconduct. Identify and present consequences. Meet in person and get a signature.
Be positive. Focus on the behavior, not the person. Be specific. Be timely. Make sure you are clear on why you are delivering the feedback. Don't use judgment as a means for feedback. Provide feedback from a neutral place. Make it a two-way conversation.
