Dear Friends,
March-April, and the time for annual appraisals! A dreadful time for both; the appraisers, and the appraisees!
Feedback and appraisals, when done well is a very powerful tool for the First-line manager. It motivates individuals by acknowledging their strengths and achievements. It gives them an opportunity on how their strengths can be strengthened
An appraisal done badly is an irritating chore. It is a depressing and an unpleasant experience both for the appraiser and the appraisee. It can damage the working relations. It is not surprising that many people dread it - some even consider it as a necessary evil.
Way back in 1980, when I was promoted as District Manager in Carter Wallace, the then General Manager Mr. P.C. Kapur had introduced a system of monthly appraisals and feedback. The District Manager appraised and gave appropriate feedback to the Medical Representative after every Joint Field Work. The feedback and appraisal was validated by both sides, the District Manager and the Medical Representative. Similarly, the Regional Manager appraised the District Manager periodically. He firmly believed that since feedback being a part of the appraisal system should be ongoing, specific, timely and relevant.
It was a wonderful tool and my first introduction to the HRD systems. I am ever thankful to Mr. P.C. Kapur for this.
In this issue of ‘The Enablers’, we shall discuss the benefits of regular feedback.
Vivek Hattangadi
079-26601479 / 937610041
Feedback for Champions
In his book, ‘’The One Minute Manager’, Ken Blanchard has made a very powerful statement; he says: “Feedback is the Breakfast of Champions”. Dr. Stephen R. Covey of ‘7 Habits’ fame says, “Feedback is your life-support system.”
Management gurus have established the importance of feedback, which is an essential component of appraisals. There are usually two dimensions to feedback – it can be either judgmental or developmental. In judgmental feedback, actual performance is measured against targeted performance and feedback is given. Feedback can be both, positive or negative. In developmental feedback, the medical representative can be evaluated for specific training needs to improve knowledge and skills.
For the feedback system to be effective there should be mutual trust. The medical representative should know that his First-line manager has his best interest at heart. Be specific, yet objective about what you, as a First-line manager, have observed about the medical representative. Your body language should reflect honesty. Only then he is likely to act on the feedback.
Correctly timed and a well delivered feedback is one of the best performance enhancers. Besides, it can build a culture of accountability. On the other hand, increased workplace tension and low productivity are just a few consequences that can stem from bad performance appraisals.
Why do people dread feedback? One reason is that too often it is focused only on something that was not done well. Many First-line managers seem to have forgotten that there exists a positive side. Positive feedback should be seen as a part of the reward for doing something right. When people get rewarded for behaviors, they are very likely to repeat the successful behaviors. A simple concept, but generally overlooked.
Performance feedback provides an opening for the First-line managers to assess, coach and reward their medical representative. Some may avoid giving feedback because of the fear of criticizing medical representatives. Medical representatives in turn may fear negative feedback for fear of being punished. Despite the risks, giving effective feedback has many benefits for both.
Here are a few tips on how to give effective feedback, both positive and negative.
| Start and conclude the feedback session on a positive note. Ending on a positive note sends the message that you are confident in the employee's abilities to achieve success. It is always very easy to find the negatives, but do not skip the positives. At the end of a negative feedback, make sure to reaffirm your trust and faith in the medical representatives. This will make future feedback sessions true coaching sessions. |
| Give constructive feedback. Constructive feedback is information-specific, issue-focused, and is based on observations. The manner of giving feedback is equally important. Be direct in giving feedback instead of beating round the bush. Take care of your tone of voice, facial expressions and eye contact while giving feedback. Avoid sarcasm. |
| Let the feedback system be a catalyst for improved performance. Feedback should provide more than just a critique of the quality and quantity of work. The medical representative should know that you are genuinely interested in him. Feedback should be perceived as coaching process. Let your feedback provoke thoughts, ideas and new insights. |
| Make feedback not a once-a-year event but a routine priority. Make more frequent feedback happen – preferably after every joint field work. Let your medical representatives know on a regular basis how they are doing. When something goes wrong, let them know right away. And equally important, when something goes right, give your employees praise immediately. A little recognition goes a long, long way! When feedback is given well after the fact, the value of the constructive feedback is lessened. |
| After feedback, work out SMART corrective action plans. Each action plan should have a SMART goal i.e. Specific, Measurable, Attainable, Realistic, and Time-bound. SMART goals are easier to manage accountability. |
Feedback provides the grist on which a medical representative can choose to take self-corrective action. Finally, another golden sentence from Ken Blanchard: “People who feel good about themselves produce good results; people who produce good results feel good about themselves.” This is all based on feedback. How do you get better if you are not receiving good quality, timely feedback?
Skipping breakfast is not a good idea even when you are in a hurry. Studies show the benefits of eating a breakfast on our health. And it is certainly not worthwhile skipping the ‘Breakfast of Champions’, whatever is the exigency.
Mind Exercise
1. How often do you give feedback now and how frequently would you like to give it henceforth?
2. Do you agree that whatever the exigency, you should not skip the ‘Breakfast of Champions’?
3. What steps will you take to ensure that feedback and appraisals are not dreadful events anymore?
Quotable quotes
| Negative feedback is better that none. I would rather have a man hate me than overlook me. As long as he hates me I make a difference. – Hugh Prather | |
| Feedback opens your eyes. - Vadim Kotelnikov | |
|
No comments:
Post a Comment