Common Mistakes Managers Make While Giving Feedback

Common Mistakes Managers Make While Giving Feedback

As a manager, giving your employees feedback is perhaps your most important task. But are your employees happy about the way you give feedback about them? Does your feedback motivate your employees to give their best or does it make them resentful? Does it boost your employees’ morale? Does it keep them on-track regarding your team’s objectives or do they continue being distracted?

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Tags: employee feedback, feedback, Performance Appraisal, performance improvement

Training Needs Analysis: To Skip or Not to Skip is the Question

Usually, training needs are identified during an annual performance appraisal done by HRD. These needs are handed over to corporate training to initiate involvement to address them. The needs are classified and collated; training calendars drawn; training budgets projected and so on.

That’s fine but when the demand arise from the line managers for training other than those that fall in the above category, how do we react? Do we go by the book and start from the beginning? Sounds logical, especially knowing the fact that a majority of performance gaps do not fall under the purview of training.

Most line managers want the training to be delivered yesterday! There is always a dearth of time, resources and money, which makes us think twice before we jump into a full-fledged analysis.

So, the question is when can we skip and when can we not?

We tend to skip a formal analysis process when we use rapid prototyping where Instructional Designers (IDs) and Subject matter Experts (SMEs) work in a continual loop to produce a prototype. The prototype becomes the first step in the cycle and front-end analysis gets integrated into an ongoing, iterative process between subject matter, objectives and courseware.

According to Mager & Pipe, we should explore fast fixes before spending time and resources on further analysis. All that is required is a quick-and-easy remedy such as:

  • Uncovering invisible expectations
  • Providing proper resources
  • Supplying feedback

They suggest we look for obvious impediments before jumping into full-blown analysis and indicate we can find them by asking simple questions.

On the other hand, when fast fixes do not apply, analysis should be conducted. Although there are times when clients are resistant to analysis for:

  • Leaders prefer a quick fix
  • Analysis is less interesting to leaders than training is
  • Little history in organization of analysis that’s made noticeable dents on what matters
  • Customers think they know what they need
  • People don’t know what analysis is
  • Analysis isn’t easy to do
  • Analysis takes time and time is in short supply

To combat scant resources and lack of organizational support, experts like Allison Rossett advise us to conduct performance analysis but to do it well and do it fast!

Thank you for reading my blog and look forward to your comments and opinions.

RK Prasad


Tags: Corporate Training, Instructional Designers, Line Managers, Performance Appraisal, Subject Matter Experts, Training Needs Analysis
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