Giving Performance Feedback

This resource was developed by Bright + Early.

Continuous Coaching 

Beyond the review, ensure managers are regularly meeting their team members for one-on-ones and check-ins. In addition to reviewing progress and any blockers on their projects, this is a great space to review progress on goals, check in on their well-being and give/receive feedback. In a coaching role, you’re not expected to have all the answers, but should do your best to guide employees in finding their own solutions. 

Delivering Feedback

Clear, timely feedback is key to good performance management, and avoids surprises during the review process. Many people, including managers, fear giving direct feedback, leading to a build up of performance issues and resentment. To keep it constructive, follow these steps:

• Use the SBI method. Clearly outline the Situation, describe the Behavior you observed, and explain the Impact it had. Focus on facts, not assumptions. For example, “Over the past month in our weekly team meetings (Situation), you’ve regularly arrived 15 minutes late (Behavior), which has delayed us in getting important work done (Impact).” 
• Be clear about the change you want to see in the future, and be encouraging.
• Give them the opportunity to respond, ask questions, or provide context.
• Be clear, but also kind. Remember that you had more time to prepare for this conversation than they did, and even the most well-framed, objective feedback can still feel upsetting to receive. If things become emotional or escalate, you might suggest a break and be prepared to pick up the conversation again later when things are calmer.
• Praise is feedback too, and should be given regularly. For maximum impact, praise can also follow the SBI format. For example: “In our last donor meeting (Situation), you really anticipated their questions and adapted on the spot (Behaviour). I can see that this really built trust with them (Impact)”.
• Pick the right place. Generally, a good rule of thumb is to praise publicly, and give constructive feedback privately. However, be aware that some people have specific preferences on how they’d like to receive feedback. This is a great question for managers to ask their team members as they get to know them and their working style.
• Be timely. Share feedback as soon as possible. Regular check-ins/ one-on-ones are a great time to bring them up, if sharing in the moment isn’t an option.
• Avoid feedback related to someone’s body and/or appearance. If there is a valid reason (such as a dress code), stick to facts when delivering feedback. If your organization does have a dress code, ensure it has been reviewed by someone familiar with bias and discrimination in dress codes. Additionally, avoid feedback about things someone cannot change, like their voice.

Having a culture of open and supportive feedback can have a major impact on your organization’s culture, performance and ability to collaborate. Consider investing in feedback training for the wider team, or providing a written guide to feedback in your staff handbook. 

Managing High Performance

To keep high performers motivated, start by understanding what really drives them. Are they energized by new challenges, seeking recognition, or motivated by title and pay? Everyone is unique, and it’s important to know what matters most to them. If a promotion isn’t available yet, you can still keep them engaged by offering stretch assignments and seeking out projects that will help them grow, push their skills, and feel valued.

Managing Low Performance

When managing a team, inevitably, you will have to give someone the news that they aren’t performing well in their role. Having a clear understanding of what good performance looks like makes having these conversations easier, more objective, and aimed at specific ways they can improve. Your career framework is the best resource here!

Start with Coaching and Feedback

If you’re noticing a pattern of poor performance, book some time for a conversation, or use a regularly scheduled one-on-one. Follow the tips for delivering feedback, making sure to have specific examples prepared. It’s also helpful to have your career framework, values, job description and any other documentation handy, so that you can point back to the expectations objectively. If there are expectations the team member is unaware of, these can be discussed. If there are expectations they’re struggling with, you can collaborate on ways they can rise to meet them. This may mean additional time coaching, revisiting training, or setting some short-term goals. At this time, we’re only making them aware of the issue, and giving them a chance to receive the feedback and improve. 

When you’re giving feedback, it’s worth asking if anything might be getting in the way of the employee doing their best work or showing up how they’re expected to. Sometimes they’ll share personal challenges or other issues. While that doesn’t mean poor performance or behaviour is excused, it does give you helpful context. In this case, depending on the situation, you might look at temporary accommodations, like temporarily reducing certain tasks so they can focus on the areas that need attention, a leave (if relevant) or an alternative schedule. If it’s helpful, you can also point them toward supports like your company’s Employee Assistance Program, medical benefits, or community resources.

Progressive Discipline

When coaching or informal feedback hasn’t worked, some organizations use what’s called a progressive discipline process. Many unionized or more formal environments require one. A progressive discipline process helps firmly address any ongoing issues with not only performance, but also any unwanted or inappropriate behaviour at work. It gives employees a fair chance to improve, while also protecting the organization if a termination becomes necessary. 

• Coaching or informal conversations should come first whenever possible. Keep notes of these discussions.
• Your approach to progressive discipline should be outlined in a written policy, so expectations are clear for everyone.
• Discipline must be corrective, not punitive. Avoid actions like cutting pay, hours, or privileges in ways that could lead to claims of constructive dismissal.

The Usual Steps

Most progressive discipline policies follow a step-by-step approach:

1. Verbal warning. Meet with the employee, explain the issue, and outline what needs to change. Let them know that this is a formal verbal warning, as per your written policy.
2. Written warning.  Provide a formal letter documenting the issue and expectations moving forward. At many organizations, this is structured in the form of a performance improvement plan, or PIP. A PIP is a more structured support tool that outlines clear goals, resources, and a timeline for improvement. It’s designed to help the employee get back on track with extra clarity and guidance.

Example:
A 60-day PIP for a team member who regularly misses deadlines might include weekly check-ins with their manager, time management training, a goal of submitting all deliverables on time for the duration of the plan, and a list of tools or resources and/or trainings your organization suggests or has in place to support them.

1. Suspension. A temporary leave, either with or without pay, depending on the situation and legal considerations. Note that this step is uncommon for performance related issues, and more often used when the employee has caused an unsafe work environment.
2. Termination. If the issue continues or a serious infraction occurs, ending the employment relationship may be necessary.

In serious cases, it is appropriate to move to a more advanced step without going through each stage. Your policy should clearly outline when this applies.

Gathering Information

Before deciding on a disciplinary step, make sure you collect the facts. You should:

• Review any relevant policies, communications, and records.
• Speak with people who were involved or witnessed the situation, asking open and neutral questions.
• Keep the process confidential and focused on facts.
• Consider past performance and whether any similar issues have happened before.
• Consider the employee’s awareness of performance expectations (if the issue is with their performance) as well as any policies relevant to the situation.
• Consider any relevant personal context (such as health or external stressors) the employee may have brought up in your initial feedback conversations.

Bright + Early is a friendly and forward-thinking HR consultancy providing embedded HR support as well as custom policy work, people programs, and compensation consulting for nonprofits and other values-driven organizations. If you’re looking to build your own career frameworks and performance management systems, they can help.