performance feedback. definition / objective types of feedback feedback process rater errors...
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Performance FeedbackPerformance Feedback
Definition / Objective Types of Feedback Feedback Process Rater Errors Avoiding Rater Errors Requirements Feedback Forms
OverviewOverview
Definition:Definition: Formal, private, Formal, private, written communication written communication between the ratee and rater between the ratee and rater about the rater’s expectations about the rater’s expectations and standards and the ratee’s and standards and the ratee’s responsibilities and responsibilities and performance. performance. (AFI 36-2406)(AFI 36-2406)
Definition of Performance Definition of Performance FeedbackFeedback
Objective of Performance Objective of Performance FeedbackFeedback
Objective: To direct or establish performance related communication- Face-to-face feedback - Learn strengths and weaknesses- Clarify confusion and set
expectations
Objective of Performance Objective of Performance FeedbackFeedback
Requires supervisor to:–Discuss objectives, standards,
behavior, and performance with the ratee
–Provide a written progress report before and after an official evaluation is due
Types of FeedbackTypes of Feedback
Day-to-Day
Types of Feedback Types of Feedback cont’cont’
Performance Feedback Session - Scheduled - Documented
Feedback Feedback ProcessProcess
PerformancPerformance Feedback e Feedback
Notice Notice (PFN)(PFN)
Tue Jan 7 11:55:09 CDT PERSONAL DATA -PRIVACY ACT OF 1974
To: 20 MISSION SUPPORT SQ/MSMA MADDUX AFB GA 31622
ATTN: 2LT J. DOE 987-65-4321 OFFICER TRAINING SCHOOL STUDENT WING
SUBJ: RATER INITIAL/FOLLOW-UP PERFORMANCE FEEDBACK NOTIFICATION
1. RECORDS INDICATE YOU ARE THE SUPERVISOR/RATER FOR SSGT LAVINA J.UNION. IF THIS IS INCORRECT, PLEASE CONTACT YOUR ORDERLY ROOM.
2. IF YOU HAVEN'T ALREADY DONE SO, THIS IS A REMINDER TO DISCUSS DUTYPERFORMANCE AS SOON AS POSSIBLE WITH THE RATEE AND COMPLETE THEAPPROPRIATE PERFORMANCE FEEDBACK WORKSHEET (PFW) AS PRESCRIBED IN AFI36-2403. A NOTICE HAS BEEN SENT TO THE RATEE INFORMING HER TO CONTACTYOU AND REQUEST A SESSION IF THIS FEEDBACK SESSION HAS NOT BEENCOMPLETED.
3 . PERFORMANCE FEEDBACK IS PRIVATE BETWEEN YOU AND THE RATEE. ITSPURPOSE IS TO IMPROVE DUTY PERFORMANCE. AFTER THE SESSION ISFINISHED, GIVE THE ORIGINAL, COMPLETED PFW TO THE RATEE. THE PFW WILLNOT BE MAINTAINED AS AN OFFICIAL RECORD. THIS DOES NOT, HOWEVER,PREVENT YOU FROM KEEPING A COPY FOR PERSONAL REFERENCE .
4. ADDITIONAL INFORMATION CONCERNING WHEN FEEDBACK SESSIONS AREREQUIRED AND INFORMATION TO HELP YOU PREPARE FOR AND CONDUCT ANEFFECTIVE PERFORMANCE FEEDBACK SESSION ARE IN AFI 36-2403, CHAP 2(FORMERLY AFR 39-62, CHAP 3, OR AFP 39-15) AND PAGE 2 OF THIS NOTICEIF YOU HAVE ANY QUESTIONS OR NEED FURTHER ASSISTANCE, PLEASE CONTACTTHE EVALUATIONS OR CAREER ENHANCEMENT SECTION AT YOUR MPF .
5. THE FOLLOWING INFORMATION IS PROVIDED TO ASSIST YOU:
DATE SUPERVISION BEGAN: 1 JAN (current year)
DATE OF LAST EPR: 31 DEC (previous year)
PROJECTED EPR DATE: 31 DEC (current year)
6. UPON COMPLETION OF INDORSEMENTS BY THE RATEE AND RATER, RETURNTHIS RIP TO THE UNIT ORDERLY ROOM FOR INCLUSION IN THE RATEE'S PIF.
7. A PERFORMANCE FEEDBACK SESSION WAS CONDUCTED ON ___________(DATE).
____________________________ __________________________(SIGNATURE OF RATEE) (SIGNATURE OF RATER)
Feedback ProcessFeedback Process
Rater receives notification from the Commander Support Staff (CSS)– Schedule feedback session– Complete the feedback worksheet prior to the session
using AF Form 931, 932, or 724 as appropriate
Conduct feedback session; focus on performance– Both sign and date worksheet– Make a copy for your files (give original to ratee)– There should be no surprises later on the
performance report
Feedback ProcessFeedback Process
Rater returns copy of notification to CSS – Signed by both– Filed in Ratee’s Personnel Information File (PIF)
Ratee is notified by MPF to contact supervisor if feedback has not been accomplished
Feedback Worksheet Feedback Worksheet PrivacyPrivacy
Feedback worksheet is private between rater and ratee
May only be viewed by: – Squadron Commander (for SNCO’s)
– Squadron Commander and rater’s
rater (TSgt/below)
Rater ErrorsRater Errors
Rating performance as “outstanding”
when it is not Don’t want to hurt feelings More lenient when facing ratee Applying personal standards Don’t want to impact career Middle range is where several
should be
Rater ErrorsRater Errors
Halo/Horns Effect Usually the strongest impression
Well-liked people get favorable ratings Disliked people get unfavorable ratings
General impression of ratee as a person (not his/her performance)
Rater ErrorsRater Errors
Limited Observation and Poor Recall Stereotypes Overlook improvement
on past performance Judged on most recent
experiences rather than
performance during
the entire period
How to Avoid Rater How to Avoid Rater Errors:Errors:
Exhibit the right attitude; remember the goal is to develop the individual
Learn and practice good observation skillsGather & report supporting information
Discriminate between relevant and irrelevant information
Doing selective work sampling when direct observation is infrequent
Requirements for Requirements for Performance FeedbackPerformance Feedback
Who Receives Feedback and When?– Initial Feedback:
Within 60 days of being assigned a rater Sets “ground rules” Colonel and below All Enlisted
– Midterm Feedback:Midway between the time supervision began
and the projected performance report
AB through SMSgt
2d Lt through Lt Col
Requirements for Requirements for Performance FeedbackPerformance Feedback
AirmanBasic
– Follow-up Feedback:Occurs in conjunction with the close out of a
performance report
AB through CMSgt
2d Lt through Col
Requirements for Requirements for Performance FeedbackPerformance Feedback
AirmanBasic
Feedback CycleFeedback Cycle
Initial
60 days
AB-CMSgt
2Lt-Col
Midterm
mid-way
AB-SMSgt
2Lt-LtCol
OPR/EPR
projected close-out date
Follow-up
in conjunction with close-out
AB-CMSgt
2Lt-Col
– Any time the “ratee” requests feedback Within 30 days of request
–If at least 60 days have passed since last session
– Any time the “rater” determines a need Good or bad feedback
Requirements for Requirements for Performance FeedbackPerformance Feedback
Cont’Cont’
Individual Form DetailsIndividual Form Details
Performance Feedback
– AF Form 931, AB through TSgt
– AF Form 932, MSgt through CMSgt
– AF Form 724, Lt through Col
AF Form 931AF Form 931AB thru TSgtAB thru TSgt
Front Back
AF Form 932AF Form 932MSgt thru CMSgtMSgt thru CMSgt
Front Back
AF Form 724AF Form 724Lt thru ColLt thru Col
Front Back
AF Form 931--AB thru TSgtAF Form 931--AB thru TSgt Section IV: Performance FactorsSection IV: Performance Factors
Primary/Additional DutiesStandards, Conduct, Character,
Military BearingFitnessTraining RequirementsTeamwork/FollowershipOther Comments
AF Form 932--MSgt thru CMSgtAF Form 932--MSgt thru CMSgt Section IV: Performance FactorsSection IV: Performance Factors
Primary Duties Standards: Enforcement and Personal Adherence,
Conduct, Character, Military Bearing, Customs and Courtesies
Fitness Resource Management and Decision Making Training, Education, Off-Education, PME, Professional
Enhancement and Communication Leadership/Teambuilding/Followership Other Comments
AF Form 724--Lt thru ColAF Form 724--Lt thru Col Section IV: Performance FactorsSection IV: Performance Factors
Job KnowledgeLeadership SkillsProfessionals QualitiesOrganizational SkillsJudgment and DecisionsCommunicationsPhysical Fitness
AF Forms 931, 932 and 724AF Forms 931, 932 and 724 Block to check type of feedback
Space to provide feedback on each assessment area on front and goals on the reverse
Assessment areas correlate with evaluation
AF Forms 931, 932 and 724AF Forms 931, 932 and 724
Forms can be either handwritten or typedSupervisor required to give specific
indication of performance
ExampleAF Form932
ExampleAF Form724
Definition / Objective Types of Feedback Feedback Process Rater Errors Avoiding Rater Errors Requirements Feedback Forms
SummarySummary
If you never tell your troops what’s expected you’ll frequently be disappointed with their performance
Capt Tim Bazzle
…and it’s your fault