Supervisor'S Performance Review Handbook Page 15
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90the corrective feedback can be provide constructively and motivation secured.
•
Respect the individual's privacy by choosing a time and place to speak without
interruptions or being overhead by others. Privacy is especially important when giving
constructive feedback.
State clearly and specifically the performance gap: the performance currently happening
that does not meet the performance expectation or standard needed.
•
Focus on the performance gap, not the individual’s character. Avoid personalizing
feedback, e.g., "Chris, the billing in the unit is two weeks behind; I'd appreciate your input
concerning how to bring it up to date," NOT "Chris, you are slowing up the billing!"
•
Identify exactly how the performance gap problem (deficiency) causes difficulty for the work
unit and cannot continue.
•
Ask for the individual’s help in resolving the performance gap or problem by asking for
her/his ideas; and discuss sincerely those ideas he/she offers for its solution.
• Reach agreement on specific actions that all involved will need to take to solve the problem.
Confirm this agreement by restating it and by assigning a specific time frame or deadline to
complete action.
•
Schedule a follow-up meeting to examine the effectiveness of these actions.
•
Never threaten the individual with ambiguous consequences if the behavior doesn't
change, e.g., "Shape up or you'll be very sorry." The purpose is to motivate a change in
behavior for positive reasons. Stronger steps can and should be taken through the
disciplinary process if behavior does not change.
•
Never use feedback as a way to "put a person down" or "in their place," to embarrass the
individual in front of others, or to relieve anger.
•
Attempt to leave the person motivated to perform better. If he/she is not motivated to
improve, then the feedback was non-productive.
• If the performance does not improve, the supervisor should document the performance gap
formally and perform coaching again. Note: continued failure for the employee to meet the
performance expectation/standard could result in either a formal performance review
marked as “Needs Improvement” or “Unsatisfactory” warranting possible probation based
upon the specific situation. Please refer to LSSC Procedure 5-25 and consult with HR
about how the situation should be handled.
Supervisor’s Performance Review Handbook rev 7/5/12
Page 15
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