How to use performance feedback to develop employees
As we have seen in our series on performance management (PM) systems, they can bring many benefits to the organization if properly implemented. So far we have focused on creating an effective new system, different types of PM, legal defensibility, and training raters. One excellent application of PM systems is that they can be used to develop employee’s performance and growth in the organization. The idea is that the quality of feedback from supervisors during PM sessions help employees fix current negative behaviors and provides them with directions or strategies to make decisions.
The research on how performance feedback translates to later job performance is mixed. Organizational researchers Avraham Kluger and Angelo Denisi (1996) found that feedback has no influence on future performance or can actually result in lowered job performance if done ineffectively. They found that feedback decreased performance in over one-third of the studies they examined in a meta-analysis. Ratees (those receiving the feedback) are less likely to respond to feedback if they believe that the performance appraisal system is inaccurate or invalid (Kinicki et al., 2004). (To avoid this read this past blog post).
The content and delivery of the feedback are essential to ensuring that performance improvements occur. The source of feedback is very important. It is most effective when the employees trust the source and work closely with the person providing the rating. Essentially, they have to think that the source is credible (Kinicki et al., 2004). Additionally, individuals are more likely to change their behavior when they perceive the feedback as accurate, specific, frequent, and positive.
According to feedback intervention theory, there are three levels of feedback. Task-level feedback involves giving specific information about how to improve performance. Motivational feedback involves setting goals with employees and providing direction on how to accomplish job tasks. Self-level feedback involves giving information about individual characteristics and general work tendencies (Hauenstein, 1998). Feedback is least effective when the rater focuses on self-level feedback and does not give task-level feedback (Kluger & Denisi, 1996).
There are several steps that the organization can do to enhance the influence of feedback:
Provide multisource feedback: one common solution to this issue is to use multiple sources (e.g. coworkers, supervisor). This may tap into the raters’ unique perspective of the employee’s performance (Mount & Scullen, 2001).
Rater training: raters should be trained to give appropriate feedback based on tasks and motivation rather than personal traits. This is important because the delivery can be more important to ratee acceptance than the content of the feedback (Kinicki et al., 2004).
Focus on tasks and motivations: the task and motivation levels of feedback give specific, constructive tips on how to improve performance. In contrast, telling employees that they have a negative attitude my decrease their motivation.
Give employees a voice: the organization can enhance employee perception of fairness by giving them a voice in feedback process (e.g. let them explain incidents), explaining why they are meeting to discuss performance, and making them a part of the process (Gilliland & Langdon, 1998).
By constructing and maintaining a consistent, sustainable feedback process, your organization can use the performance management system to make positive change and get real talent alignment.
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