Section 13.2: Check-ins

Providing Observation and Feedback

Before providing any observation or feedback, a job description and performance objectives needs to be established so employees are aware of performance expectations. Employee performance should be reviewed regularly by scheduling one on one check-ins and providing ongoing feedback. This helps to determine if an employee is on the right track with meeting the organizational goals or if further training is required. It is important to “recognize and reinforce strong performance by an employee, and identify and encourage improvement where it is needed” (Check-In: Providing Observation and Feedback | People & Culture, 2021).

Certain jobs and responsibilities have built-in feedback. In these jobs, knowledge of the results comes from the work activity itself. For example, when an electrician repairs a broken switch and it begins to work, the feedback is immediate (Check-In: Providing Observation and Feedback | People & Culture, 2021). Feedback or coaching should happen informally, on a daily basis, as this allows employees to continuously develop their skills and abilities. Frequent feedback promotes high team morale and increases employee motivation to meet/exceed performance expectations.

Effective observation and feedback can:

• Strengthen communication between supervisor and employee
• Help the employee attain performance objectives and meet standards
• Increase employee motivation and commitment
• Maintain and increase the employee’s self-esteem
• Provide support

(Check-In: Providing Observation and Feedback | People & Culture, 2021).

Coaching strengthens communication between the supervisor and employee, which is critical to effective performance management. Coaching helps shape performance and increases the likelihood that the employee’s results will meet expectations. Coaching sessions provide the supervisor and employee with the opportunity to discuss progress toward meeting mutually established standards and objectives (Check-In: Providing Observation and Feedback | People & Culture, 2021). It is helpful to schedule two coaching sessions per month: one session to discuss performance and another session to discuss career development/growth. Coaching sessions should be focused on one or two aspects of performance/development, whereas a formal performance appraisal should be more of a total review or a summary of activities over a specified period of time.

Key Elements of Coaching

To make your coaching session effective, you must understand the key elements of coaching:

• Coach when you want to focus attention on any specific aspect of the employee’s performance.
• Observe the employee’s work and solicit feedback from others.
• When performance is successful, take the time to understand what is working and the reasons why.
• Advise the employee ahead of time on issues to be discussed.
• Discuss alternative solutions.
• Agree on actions to be taken.
• Schedule follow-up meeting(s) to measure results.
• Recognize successes and improvements.
• Document key elements of the coaching session.

(Check-In: Providing Observation and Feedback | People & Culture, 2021)

Questions to Consider When Coaching

To provide effective feedback, it is important to understand the elements of performance and analyze marginal performance. Keep these questions in mind:

• How is the employee expected to perform?
• Does the employee understand these expectations? If not, why not?
• Does the employee know what successful results look like? How do you know?
• Does the employee know the performance is marginal? How do you know?
• Are there obstacles beyond the employee’s control? Can you remove them?
• Has the employee ever performed this task satisfactorily?
• Is the employee willing and able to learn?
• Does unsatisfactory performance result in positive consequences such as an undesirable task being reassigned?

(Check-In: Providing Observation and Feedback | People & Culture, 2021).

 Coaching Behaviors

To make the most of coaching employees, consider the following guidelines:

• Focus on behavior, not personality.
• Ask the employee for help in problem identification and resolution. Use active listening to show you understand.
• Set specific goals and maintain communication.
• Use reinforcement techniques to shape behavior.

(Check-In: Providing Observation and Feedback | People & Culture, 2021).

During the Coaching Session

When conducting a coaching session to provide positive feedback, keep the following in mind:

• Describe the positive performance result or work habit using specific details.
• Ask the employee to identify elements that contributed to their success.
• Discuss ways you and the employee can support continued positive results.
• Reinforce for the employee the value of the work and how it fits in with the goals of the work unit or department.
• Show your appreciation of the positive results and your confidence that the employee will continue to perform satisfactorily.
• If appropriate, document your discussion for the employee’s file.

When you conduct a coaching session to improve performance, you may want to use the following format:

• Describe the issue or problem, referring to specific behaviors or expectations.
• Involve the employee in the problem-solving process to identify the problem.
• Brainstorm and write down possible solutions.
• Decide on specific actions to be taken by each of you to correct the problem.
• Agree on a follow-up date.
• Document key elements of the session. Give one copy to the employee and place another in the employee’s file.

If your coaching session is conducted to address poor work habits such as continued tardiness, keep these steps in mind:

• Describe in detail the poor work habit observed.
• Say why it concerns you, in terms of its specific impact on the department.
• Ask why it occurred and listen non-judgmentally to the explanation. Describe the need for change and ask for ideas.
• Discuss each idea and offer your help.
• Agree on specific actions to be taken and set a specific follow-up date.
• Document key elements of the session. Give one copy to the employee and place another in the employee’s file.

(Check-In: Providing Observation and Feedback | People & Culture, 2021).

 Follow-up Discussion

To conduct a follow-up discussion, consider the following steps:

• Review the previous discussion(s).
• Discuss the business reason for why the situation/problem continues to be a cause for concern and ask for reasons why the situation is ongoing.
• Indicate the consequence of a continued lack of improvement. (Do not use threats! This is not an oral warning.)
• Agree on action to be taken and set a follow-up date, if appropriate.
• Convey your confidence in the employee.
• Document key elements of the session. Give one copy to the employee and place another in the employee’s file (Check-In: Providing Observation and Feedback | People & Culture, 2021).