Performance Feedback
Training
Gathering Information - Be educated on
the associates performance
 Use 360 Evaluations
 Recommended 5 or more on each associate
 This can bring unnoticed traits to your attention.
 Keeps the PF from being exclusively your opinion. Coworker
feedback is important.
 Gather feedback from the rest of the Leadership
Team
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360 Evaluations can be used here also
Compile Info and “Stick to the Facts”
 Don’t allow personal feelings to get involved.
 Review all of your feedback information along with
your own thoughts.
 Identify the general message and key points for
developmental focus.
 Your PF should “paint the same picture” as feedback
gathered from the team.
 Assume someone is going to read it that does not
know the associate. Would they get an accurate
impression?
Putting It In Words
Appropriate Wording is Crucial
 If it’s not a problem, don’t make it sound like a problem.
If it is a problem, don’t make it sound like it’s not a
problem. “Issues” and “Opportunities for improvement”
are not the same
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Ex.-A – (You need to change your negative attitude). (Focus on
staying consistently positive and don’t let occasional frustration
cause you to send a neg. message.)
Ex.-B – (You’ve had 4 spills in the past month. Stay focused on
safety.) (Your recent safety performance is unacceptable and it is
imperative that immediate focus and change are implemented.
Performing safely is a condition of employment and failure to
immediately improve your approach will result in further action.)
 More examples ??????
Put Yourself in Their Shoes Considering
Their Personality
 How would you respond to the comments?
 Would you react the way you want them to?
 Would the comments impact you the way you intend
for them to impact the associate?
 Are you prepared to respond to all possible reactions
to the comments?
Avoid “The Recency Affect”
 Don’t let one recent action, or the past few weeks,
control the message of the PF.
 Assess their performance since the last PF. This goes
both directions. One week of good performance does
not erase 6 months of bad (and vice versa)
Don’t Avoid Performance Issues
That Need Improvement
 This will set you up for future failure from lack of
documentation and direction.
 It is not fair to deprive an associate of the info. They
need to become a “superstar”.
 It is not fair to the rest of the team to not correct
performance issues with their teammates.
Everyone Has Room to Improve
 If the entire message of your feedback is “Great job!!
Keep it up!!” - you have failed.
 Point out what they can do to take their performance
to the next level.
 Remember that “superstars” can become
Supervisors, etc. Your job is to give associates the
tools and feedback to develop to the next level.
A Portion of Criticism Should be Served
with a Plate Full of Praise
 Begin by pointing out what they do well before you
point out where they need to grow.

Show examples of this from actual Performance Feedbacks
 Use at least two commending comments before
“blasting” in to an improvement point.
Don’t Get Windy, But Don’t Be Too Blunt
 Make your points very clear, but deliver them with
support (refer to “D.”)
 Keep their PF focused on them, not big picture goals
and vague points.
 This is not a business update meeting that applies to
everyone.
 Straying from this causes the associate to lose
interest and miss the important points that apply to
them.
General Summary
 Begin by recapping the praise.
 Next, recap the main points of focus for their
development.
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These can be numbered, short, sweet and to the point.
This helps everyone in the meeting confirm that they are “on
the same page” with what the associate should apply focus to,
and take action on, immediately after the conclusion of the
meeting.
 Close with a short, supportive statement letting the
associate know that you and the rest of the team are
there to help coach them through their development.

Point out the resources available to them (Management, HR,
coworkers, etc.)
The Meeting
 Use a wingman
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Presentation is always easier when you have a partner to help drive the
points.
A second person to witness reactions can also help ensure appropriate
explanation is given.
 Give the associate an opportunity to read the entire
feedback prior to the meeting

Don’t hover while they read, but don’t wait too long to have the meeting.
Giving too much time before explaining the comments can negatively
affect the associate if they inaccurately interpret what you have written.
 Hovering while they read can cause them to miss the point. They may
rush through it and not think about what they have read, which can
lessen the effectiveness of the meeting.

You Don’t Have to Read it Back to Them
 They already read it. Just give them praise where it’s
due and talk about their opportunities for
improvement.
Get Them to Agree with the Opportunities
for Improvement
 Ex.- An associate does not have to agree that they
have a “bad attitude”, but they do need to realize and
understand that certain things they do can send that
message.
 Use examples to help drive the point.
 At minimum, the associate needs to understand what
actions they should take to develop to the next level.
Stay On The Same Page
 If any comment or topic seems to have not been
taken the way you intended, stay on the topic until it
is cleared up. Ask them questions if their body
language suggests confusion or disagreement.
Show Support Toward Their Development
 Keep things positive.
 Express confidence in them.
 Explain that you are there to help them continuously
develop and correct any issues they may have with
their performance.
 Make sure they understand that the point of a PF is
to help them grow. A PF is a development tool to
help them reach their goals, not a criticism session or
ranking system.
99% of PF Meetings Should End With a
Smile on the Associate’s Face
 This totally depends on presentation, show of
support and appropriate praise where it has been
earned.
1% Meetings
 These are meetings involving disciplinary action
and/or significant follow-ups
 These should not be a surprise to anyone
 There should have been plenty of documentation and
previous discussion/coaching on the issues prior to
reaching this point
They Put Themselves in This Position
 If properly handled, you have already addressed and
given clear instruction on what the associate should
have done. (There should be documentation
supporting this.)
 Show them support in correcting the issues, but
make it clear that it is up to them to decide to make
the necessary changes.
 This meeting should end with a scheduled follow-up,
very clear instruction on points of focus, and very
clear description of what will or could happen if
appropriate improvements are not made.
 The associate will not always leave this meeting with
a smile, but should leave with the understanding that
they have created the situation.