Learning Through Feedback
Manual for Employees
Improving feedback, performance and employee engagement. 1
Why Communicate?
“The art of communication is the language of leadership.� - James C. Humes, Author
Communication is the process of converting ideas, data and information into knowledge and understanding. 2
Communication and Feedback „
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Improved feedback is a major priority to the PEI Government and the PEI Public Service workforce who is committed to delivering quality public services. Good internal communications makes engagement possible. 3
Communication and Feedback • The PEI Government is committed to keeping its employees informed about government and organizational goals, priorities and results results. This is achieved through continued communications at the local departmental and corporate levels local, levels.
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Communication and Feedback • If we improve the way we communicate amongst ourselves, ourselves we will be all better informed about the government’s goals and priorities. priorities We can do our jobs better. better •Since our jobs are about serving the public, the public will benefit from improved internal communications. 5
What we are aiming for…..
We are striving to create a PEI Public Service that is a “communicating organization” where:
Effective internal communication is p part of our business, culture and values. Communication is two-way, open, clear, accessible, timely and frequent. 6
Wh t we are aiming What i i for….. f • Managers, supervisors and staff understand their communications roles and responsibilities and have the skills and tools to communicate well. • Everyone understands PEI Government’s corporate and departmental goals and priorities, and how they contribute to them.
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What we are aiming for….. • Everyone knows where to get the information they need need, when they need itit. g and p processes are in p place to • Organizations support internal communications. • We regularly evaluate and continuously improve our internal communications practices. 8
WHO is Responsible for feedback ? „
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Each employee is responsible to seek feedback and respond to requests for feedback feedback. All levels l l off Government G t such h as Directors, Di t Managers/Supervisors and employees are responsible to meet at least once a year for formal feedback and a Learning Plan and regularly for informal feedback. 9
WHO is Responsible for feedback ? • All employees would benefit and is encouraged to take a communication course(s) (ie. Constructive Feedback and/or Effective Communication). • It is the employee’s responsibility to ask for and book a time with their manager for feedback and a Learning Plan on the anniversary of their hire (at least once a year).
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New Process vs vs. Old Process
The new Learning Through Feedback forms and processes are improved because: Employees are empowered to choose the form(s) they want to use for feedback (with the agreement with their manager) and they give and receive feedback Employees are empowered to choose how often they want feedback (with agreement with their manager) (ie. weekly or bi-monthly or yearly) New process isn’t isn t as time consuming 11
TOOLS
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Learning Through Feedback Tools
There are five tools to choose from when employees and managers are implementing the new Learning Through Feedback process. The Learning Plan is required. Employees can choose one tool or use multiple tools to learn through feedback. Employees should receive the tools and Learning Plan g to review the tools and decide before the initial meeting which one suits his/her needs. The tools are as follows: 13
Learning Through Feedback Tools (con’t)
Annual Piece of Paper (APOP)
What are the benefits?
This opportunity for employee feedback involves a meeting between an employee and a supervisor to talk one-on-one one on one about achievements achievements, education education, training training, problems, and progress in the workplace. It should be a two-way conversation. This formal feedback session occurs at least once a year.
It ensures direct contact with your employee to give and receive feedback. It supports communication between supervisor and employee. Minimum preparation is required before and after the exercise.
How does it work?
The employee Th l will ill schedule h d l the th time ti to t meett with ith you att least l t once a year for f formal feedback. 14
Learning Through Feedback Tools (con’t)
Accountability Agreement This document which outlines the scope and accountabilities of the position, the employee’s p p y goals g and the support pp required q to meet those goals. This formal feedback document is completed once a year with a formal feedback session occurring at least once a year. What are the benefits? Provides opportunity to review the employee’s role. Identifies resources and supports required by the employee to be accountable. How does it work? Scheduling of this feedback session may be initiated by the employee or the supervisor. supervisor The number of times you meet during the year must be agreed to by both. 15
Learning Through Feedback Tools (con’t)
15 Minute Interview A regular meeting between an employee and supervisor to talk one on one about achievements one-on-one achievements, issues issues, and progress related to the employee’s work and the workplace. It should be a two-way conversation. What are the benefits of using it? • Ensures direct contact with supervisor. • Maintains focus when work is extremely busy. Ensures Ensures that employee receives timely feedback feedback. Enables employee input in the workplace. How does it work? Create a rotating schedule so that employee and supervisor meet regularly (i.e. weekly, monthly, every six weeks, but more than twice a year).
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Learning Through Feedback T l Tools (con’t)
Development Discussion Checklist The development discussion checklist is used to guide discussions between an employee and supervisor about job descriptions descriptions, performance performance, development development, achievements, issues, and progress related to the employee’s work and the workplace. This two-way conversation can take place in one or more sessions with a minimum of one discussion a year. What are the benefits of using it? • Provides a focus for the discussion between supervisor and employee. • Ensures the employee p y has direct contact with the supervisor p and receives feedback. • Focuses communication between supervisor and employee. How does it work? Structure time for employee and supervisor to meet at least once a year for formal feedback. Both may wish to review the checklist before meeting to note things that 17 should be discussed or pointed out.
Learning Through Feedback Tools (con’t)
Learning Plan This employee feedback exercise involves a meeting between an y and supervisor to set learning gg goals. It should be a two-wayy employee conversation. The learning goals should be the employee’s goals. The formal feedback session occurs at least once a year. What are the benefits of the learning plan? • It ensures direct contact between employee and supervisor for feedback. • It helps to set learning goals. • It helps identify accomplishments. How does it work? The meeting may be initiated by either the supervisor or employee. The employee and supervisor should meet at least once a year and decide together how often to meet each year.
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Learning Through Feedback Tools (con’t)
Performance Improvement Plan A Performance Improvement Plan is required when there is a performance issue related l t d tto job j b requirements i t or expectations. t ti It is i a formal f l feedback f db k ttooll th thatt targets a specific performance issue. It is used when other methods of feedback have not been successful in improving performance. What are the benefits of using it? • Clarifies expectations. • Identifies required improvements and actions to be undertaken. • Identifies supports needed to meet expectations expectations. How does it work? p Plan is developed p byy the supervisor p and the The Performance Improvement employee as part of a discussion about specific performance issues which need improvement. The supervisor and employee meet 3 times within 90 19 days of developing the plan to discuss progress.
Learning Through Feedback Tools (con’t)
Performance Improvement Plan (con’t) Planning g Once the need for a Performance Improvement Plan is identified, the supervisor and employee set a time to discuss the plan. Doing The plan identifies the required improvements, how they will be achieved, and what supports the employee requires. The plan is signed off by employee and supervisor and meetings are set up to discuss progress. The supervisor and employee may keep notes about their discussions. Follow-up The learnings from the Performance Improvement Plan can be used to achieve the employee’s goals. 20
Some reasons employees may not do what they are supposed to do . . .
Don t know what Don’t Don’t know why (big picture) Don’t know how Think they are doing it now
Regular feedback can help answer these questions questions. 21
Learning Through Feedback
Framework
Performance and Employee p y Engagement g g
Informal and Formal Feedback
Learning Plan 22
Effective feedback is…
Timely Relevant Useful Meaningful f l Specific (most effective when it describes what the person did and what this accomplished) 23
Feedback facts
E Everyone can give i and d receive i feedback. f db k
It can happen anywhere at any time time.
Informal feedback is as important as formal feedback. Feedback identifies good performance and areas for improvement. We all need feedback to learn.
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FEEDBACK leads to ACTION and CHANGE for…… Individual
W kG Work Group
Department 25
The benefits of having a variety of flexible tools . . .
Employee p y preferences p and needs
Supervisor preferences and needs
vary with the situation
change over time 26
What are the Benefits?
communication understanding of individual responsibility for results employee l performance f employee engagement relationships / teamwork decision making 27
Learning Through Feedback
Performance and Employee Engagement
Informal and Formal Feedback
Learning g Plan 28
Learning Through Feedback
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