learning through feedback - manual for directors, managers and supervisors

Learning Through FeedbackLearning Through Feedback

Manual for Directors, Managers and Supervisors

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Improving feedback, performance and employee engagement.

Why Communicate?Why Communicate?

“The art of communication is the language of l d hi ”leadership.” - James C. Humes, Author

Communication is the process of converting ideas, data and information into knowledgeideas, data and information into knowledge and understanding.

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Communication and Feedback

Improved feedback is a major priority to the PEI Government and the PEIto the PEI Government and the PEI Public Service workforce who is committed to delivering quality publiccommitted to delivering quality public services.

Good internal communications makes engagement possible

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engagement possible.


The PEI Government is committed to keeping its employees informed about government and organizational goals, g g g ,priorities and results. This is achieved through continued communications at the glocal, departmental and corporate levels.

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•If we improve the way we communicate yamongst ourselves, we will be all better informed about the government’s goals and priorities. We can do our jobs better.

•Since our jobs are about serving the public, the public will benefit from improved internal

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communications.

What we are aiming for…..

We are striving to create a PEI Public Service that is a “communicatingService that is a communicating organization” where:

Effective internal communication is part of our business culture and valuesof our business, culture and values.Communication is two-way, open, clear,

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accessible, timely and frequent.


• Managers, supervisors and staff understand their communications rolesunderstand their communications roles and responsibilities and have the skills and tools to communicate welltools to communicate well.

Everyone understands PEI Government’s• Everyone understands PEI Government’s corporate and departmental goals and priorities and how they contribute to

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priorities, and how they contribute to them.


• Everyone knows where to get the information they need when they need itinformation they need, when they need it.

• Organizations and processes are in place• Organizations and processes are in place to support internal communications.

• We regularly evaluate and continuously improve our internal communications

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improve our internal communications practices.

WHO is Responsible for feedback ?

Each employee is responsible to seek feedback and respond to requests for feedbackrespond to requests for feedback.

All l l f G t h Di tAll levels of Government such as Directors, Managers/Supervisors and employees are responsible to meet at least once a year for formalresponsible to meet at least once a year for formal feedback and a Learning Plan and regularly for informal feedback.

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• Managers/Supervisors are responsible to take courses to learn the skills of giving and receiving feedback (ie. Constructive Feedback, Effective Communication, and Coaching).

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• Managers/supervisors will need to inform employees it is the employee’s responsibility to ask foremployee s responsibility to ask for and book a time for feedback and a Learning Plan on the anniversary of their hire (at least once a year).

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o t e e (at east o ce a yea )

New Process vs Old ProcessNew Process vs. Old Process

The new Learning Through Feedback forms and processes are improved because:

Employees are empowered to choose the form(s) they want to use for feedback (with agreement with their manager) and they give as well as receive feedbackmanager) and they give as well as receive feedbackEmployees are empowered to choose how often they want feedback (with agreement with their manager)(ie. weekly or bi-monthly or yearly)

New process isn’t as time consuming

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Your Role as a Manager/Supervisor

Communicating with employees is one of the most important things you do as amost important things you do as a manager/supervisor. Effective communications is an essentialEffective communications is an essential feature of engagement.Research shows that people derive greaterResearch shows that people derive greater satisfaction from their jobs and perform to a higher standard when they are engaged in

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g y g gtheir workplace.


• As a manager/supervisor, you are g p , yresponsible for making sure your team members know how their work contributes to government and the organizational goals. g

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•You are the link to the big picture. The critical operations of your business depend on day-to-day communication among individuals and work teamsteams.

•Getting the big picture and the day-to-dayGetting the big picture and the day to day communications right is a key part of your role.

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Communication FundamentalsCommunication Fundamentals

Employees want to know how information relates to them – Explain how the information will affect staff; provide context and explain why things are happening –without context actions are subject towithout context, actions are subject to misinterpretations.

Communication must be open, honest and direct -There is no room for half truths or lies. People know the

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difference.

Communication Fundamentals

• Don’t wait to communicate – Often, you won’t know all the answers or have every issue resolved. Be comfortable with not having all the answers; don’t wait until your information is perfect When people feel theyuntil your information is perfect. When people feel they are out of the loop, they will fill the gaps with rumors and speculation.

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Communication Fundamentals

•Employees are mature customers of communication Listen to your employees Use two-way communicationListen to your employees. Use two-way communication channels. Answer their questions. Let them express their candid opinions. Dialogue shows respect even if there is disagreement. The goal is understanding, not necessarily agreement.

•Your “say” must match your “do” – Nothing enhances motivation and morale like seeing honest

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gwords in honest action. Don’ t give employees the ‘do’ as I say, not as I ‘do’ management example.

TOOLS

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Learning Through Feedback ToolsLearning Through Feedback Tools

There are five tools to choose from when employees and managers are implementing the new Learning Throughmanagers are implementing the new Learning Through Feedback process. The Learning Plan is required.

Employees can choose one tool or use multiple tools to learn through feedback. You, as a supervisor/manager, should if the process is done properly receive feedback asshould, if the process is done properly, receive feedback as well to help you do your job better. You have to ensure you have an environment that feedback is a two-way process

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process.

Learning Through Feedback ToolsLearning Through Feedback Tools (con’t)

• Employees should be given the tools p y gbefore the initial meeting to review the tools and Learning Plan and decide which one gsuits his/her needs.

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•The Learning Plan and the five feedback tools are as follows:feedback tools are as follows:

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Annual Piece of Paper (APOP) This opportunity for employee feedback involves a meeting between an employee and a supervisor to talk one on one about achievements education trainingand a supervisor to talk one-on-one about achievements, education, training, problems, and progress in the workplace. It should be a two-way conversation. This formal feedback session occurs at least once a year.

What are the benefits?It ensures direct contact with your employee to give and receive feedback.It supports communication between supervisor and employee.Minimum preparation is required before and after the exercise.

How does it work?Th l ill h d l th ti t t ith t l t f

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The employee will schedule the time to meet with you at least once a year for formal feedback.

Learning Through Feedback Tools (con’t)

Accountability Agreement This document which outlines the scope and accountabilities of the

position, the employee’s goals and the support required to meet those p p y g pp qgoals. This formal feedback document is completed once a year with a formal feedback session occurring at least once a year.

What are the benefits?What are the benefits?Provides opportunity to review the employee’s role.Identifies resources and supports required by the employee to be

accountable.

How does it work?Scheduling of this feedback session may be initiated by the employee or the supervisor The number of times you meet during the year must be

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the supervisor. The number of times you meet during the year must be agreed to by both.


15 Minute InterviewA regular meeting between an employee and supervisor to talk one on one about achievements issues and progress related to theone-on-one about achievements, issues, and progress related to the employee’s work and the workplace. It should be a two-wayconversation.

What are the benefits of using it?• Ensures direct contact with supervisor.• Maintains focus when work is extremely busy.Ensures that employee receives timely feedbackEnsures that employee receives timely feedback.Enables employee input in the workplace.

How does it work?

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Create a rotating schedule so that employee and supervisor meet regularly (i.e. weekly, monthly, every six weeks, but more than twice a year).

Learning Through Feedback T lTools (con’t)

Development Discussion ChecklistThe development discussion checklist is used to guide discussions between an employee and supervisor about job descriptions performance developmentemployee and supervisor about job descriptions, performance, development, achievements, issues, and progress related to the employee’s work and the workplace. This two-way conversation can take place in one or more sessions with a minimum of one discussion a year.

What are the benefits of using it?• Provides a focus for the discussion between supervisor and employee.• Ensures the employee has direct contact with the supervisor and p y p

receives feedback.• Focuses communication between supervisor and employee.

How does it work?

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How does it work?Structure time for employee and supervisor to meet at least once a year for formal feedback. Both may wish to review the checklist before meeting to note things that should be discussed or pointed out.


Learning PlanThis employee feedback exercise involves a meeting between an employee and supervisor to set learning goals. It should be a two-way y g g yconversation. The learning goals should be the employee’s goals. The formal feedback session occurs at least once a year.

What are the benefits of the learning plan?What are the benefits of the learning plan?• It ensures direct contact between employee and supervisor for

feedback.• It helps to set learning goals.• It helps identify accomplishments.

How does it work?

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The meeting may be initiated by either the supervisor or employee. The employee and supervisor should meet at least once a year and decide together how often to meet each year.


Performance Improvement Plan

A Performance Improvement Plan is required when there is a performance issue l t d t j b i t t ti It i f l f db k t l th trelated to job requirements or expectations. It is a formal feedback tool that

targets a specific performance issue. It is used when other methods of feedback have not been successful in improving performance.

What are the benefits of using it?• Clarifies expectations.• Identifies required improvements and actions to be undertaken.

Identifies supports needed to meet expectations• Identifies supports needed to meet expectations.

How does it work?The Performance Improvement Plan is developed by the supervisor and the

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p p y pemployee as part of a discussion about specific performance issues whichneed improvement. The supervisor and employee meet 3 times within 90days of developing the plan to discuss progress.


Performance Improvement Plan (con’t)PlanninggOnce the need for a Performance Improvement Plan is identified, the supervisor and employee set a time to discuss the plan.

DoingDoingThe plan identifies the required improvements, how they will be achieved, and what supports the employee requires. The plan is signed off by employee and supervisor and meetings are set up to discuss progress. The supervisor and employee may keep notes about their discussions.

Follow-upThe learnings from the Performance Improvement Plan can be used to achieve

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The learnings from the Performance Improvement Plan can be used to achieve the employee’s goals.

Learning Through FeedbackLearning Through FeedbackFramework

Performance and Employee Engagement

Informal and Formal Feedbackp y g g

Learning Plan

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Learning Plan

Some reasons employees may not do what they are supposed tonot do what they are supposed to do . . .

Don’t know whatDon t know whatDon’t know why (big picture)Don’t know howThink they are doing it nowThink they are doing it now

Regular feedback can help answer these questions for employees

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questions for employees.

Effective feedback is…

TimelyRelevantRelevantUseful

f lMeaningfulSpecific (most effective when it describes what the person did and what this accomplished)

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Feedback factsEveryone can give and receive feedback.

h hIt can happen anywhere at any time.

I f l f db k i i t t f lInformal feedback is as important as formal feedback.

Feedback identifies good performance and areas for improvement.

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p

We all need feedback to learn.

FEEDBACK leads to

ACTION and CHANGE for……

Individual

W k GWork Group

Department

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The benefits to having a variety of flexible tools . . .

Employee preferences and needs

Supervisor preferences and needs

i h h i ivary with the situation

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change over time

What are the Benefits?

communication understanding of individualunderstanding of individual responsibility for results

l femployee performanceemployee engagementrelationships / teamworkdecision making

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decision making


Performance and Employee Engagement

Formal and Informal Feedbackp y g g

Learning Plan

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g


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learning through feedback - manual for directors, managers and supervisors

Documents

feedback improved feedback

supervisors1improving

informal feedback

constructive feedback

good internal communications

effective communication

pei governments corporate

art of communication