Feedback

Models
What is Feedback?
 Feedback is the core of an organizational employee development plan.

 It makes everyone's expectations clear, encourages employees to learn from their errors, and
increases drive.

What makes it so vital to today’s organizations?

 Feedback is the most direct way for companies to enable meaningful conversations at every
organizational level that encourage growth, development, and personal connections.
 When used and nurtured effectively, feedback may mold us into the professionals we aspire to
be.
Employee Feedback:
 Employee feedback is defined as a process of giving constructive suggestions to employees by
their reporting managers, supervisors, and peers.

 It also comprises the positive and negative feedback that the employee would want to give to
his/her manager, peers, or the organization as a whole.

 Feedback can help employees and the organization get better at what they do.

 73% of employees consider giving feedback important, but only one-third receive it.

 Most managers don’t provide enough feedback, and when they do, they tend to make it negative
or too vague, and the importance of feedback is lost.

 As simple as it may sound, giving feedback is not easy.

 It is a systematically designed process because of the complexities involved.

Importance of employee feedback:

 Feedback from employees is a very important part of the workplace.

 Employee feedback is crucial since it informs staff of their strengths and areas for
improvement.

 It also helps managers figure out how to improve employee engagement and
performance.

 There are different ways of a feedback model.

What are the different Feedback Models?

 SBI Feedback Model  SKS Feedback Model

 McKinsey 9 Box Model  STAR Feedback Model
 McKinsey Feedback Model‍  CEDAR Feedback Model
 SAID, Feedback Model  Pendleton Feedback model
 Stanford Method
 360-degree Feedback model
 SBI Feedback Model
 SBI means (Situation Behavior Impact)

 It offers a three-part framework for providing feedback.

 Where the situation took place,

 Describes the specific behaviors, and

 Emphasizes the impact this behavior has had on the team, individual, or
performance.
 Situation example:
 “When you presented to the client on Thursday…”.

 Behavior example:
 “When you presented to the client on Thursday, you did a really great job of answering
all of their questions correctly, and you came prepared with the calculations”.

 Impact example:
 “When you presented to the client on Thursday, you did a really great job of answering
all their questions correctly, and you came prepared with the calculations which really
helped. They now feel a lot more confident in increasing their annual spend with us”.
 This model can be used for both positive and negative feedback, it does not include
a recommendation for future action.

 Recommend using the SBI feedback model for positive rather than negative
feedback.
 McKinsey 9 Box Model
 The 9-box grid is a well-known talent management tool in which employees are divided into
nine groups, based on their performance and potential.

 When assessing employee performance, managers often pay attention to two things.

 First, how well they perform today, and second, how well they are likely to perform in the
future.

 For example
 Hardworking employees who do well in their role but have little growth potential are great to have in
your team, as well as All-stars who perform well and have great potential.

 However, low-performing employees with low potential will require a lot of management attention
and are unlikely to improve. They require a different approach.
 The 9-box grid is a very popular tool, and for good reason. It offers organizations with 4
significant benefits, such as:
Being simple and easy to use

 An established tool with a fairly simple and straightforward structure.

 During your employee review, all you need to do is match them to the right box based on their
performance and potential.

Helping identify valuable talent

 It allows you to spot high performers in your organization with great potential and identify what they
need to improve to further develop.
 You’ll have the data to back up your decision of where and how to direct resources to engage and
develop these employees.
A holistic approach to talent appraisal

 You may take a more comprehensive approach to performance management with the help of this tool.
 You may evaluate both an employee's present performance and potential for the future without
becoming caught up in any one aspect of their performance.

A versatile tool

 The 9-box talent grid is useful not only for talent management but also for workforce planning.
 For example, this tool gives you a good overview of the potential of your employees and in which
position they might thrive in the future.
Creating a 9-box grid
 Creating a 9-box grid, we go through three steps:
1. Assessing performance,
2. Assessing potential, and
3. Bringing it together.

Step 1. Assessing performance

 The nine-box consists of three performance categories: low, moderate, and high.
 During their performance appraisal, employees are scored on this performance scale.
 There are many ways to score performance and each organization uses different
methods.
  Low performance: The employee does not match the requirements of their job and fails

their individual targets.

 Moderate performance: The employee partially matches the requirements of their job

and their individual targets.

 High performance: The employee fully meets the requirements of their job and their

individual targets.

 The advantage of this approach is that it sticks to the job requirements as defined in the

organization’s job structure.

 It also relates to the person’s targets.

Step 2. Assessing potential

 Potential should also be scored during the performance appraisal and often falls into the
following categories.
 Low potential | working at full potential. The employee is working at full potential and is
not expected to improve, either because they are at maximum capacity or because of a lack
of motivation.
 Moderate potential | develop in the current role. The employee has the potential to
further develop within their current role. This can be in terms of performance, but also in
terms of expertise.
 High potential | eligible for promotion. The employee performs well beyond the
expectations of their position and responsibilities. They naturally and enthusiastically take
on leadership roles and are ready for a higher position.
Step 3. Bringing it together

 The next step is to plot performance and potential on a 3×3 grid, resulting in the 9-box grid.

 The brilliance of this grid is that for each box in the grid, different talent management

techniques can be used.

• The different categories in the 9-box grid are as follows:

 Bad hires
 Up or out
 Workhorses and dysfunctional geniuses
 Future stars
 Stars
Bad hires

 In the bottom left corner of the 9-box grid, there are the employees who score low on

performance and low on potential.

 There are different names for them, which include talent risk,

bad hire, underperformer, and iceberg.

 If these bad hires stay too long, they will become icebergs,

threatening the success of your organization.

 This is because investing in these employees will take away

time, money, and other resources from employees with more

potential to grow.
Up or out (grinders)

 The medium performers with low potentials (up or out grinders) and the medium potentials with low
performance (up or out dilemmas).
 The grinders or effective specialists are medium performers but they do
a good enough job to not fire them.
 The best approach is to create a personal improvement plan.
 By this plan, you emphasize that their performance is mediocre, you
help them understand where their points of improvement are, and you
give them the opportunity to work on it.
 If this is not paying off and they are not moving into the high-
performance group, you will have to make a difficult decision.
Up or out (dilemmas)

 The dilemmas or inconsistent players have some potential to be great but they are not performing.

 Here the question is why they are not performing.

 Are they new hires and did they have a bad onboarding experience, or maybe they don’t understand what

you expect from them?

 As an intervention, you can enroll them in peer coaching or other mentoring programs.

 If this is not working and they are not progressing into a higher performance category, you will have to

make a difficult decision.

Workhorses and dysfunctional geniuses
 The workhorses or trust professionals score high in performance but low in growth potential.
 They are the ones who you should take care of in your
organization.
 They perform well and have a good work mentality.
 However, they don’t have much potential for growth.
 This means that you should keep them happy and reward them
but be careful of over-rewarding them.
 The difficulty with workhorses is that in today’s world, their
work is bound to change at some point, and they may not be
able to grow with their role.
 Also, don’t promote these people to roles with extra responsibility.
 If someone performs well but has little growth potential, keep them happy and in their current role.
  The dysfunctional geniuses are also referred to as enigmas or rough diamonds.
 They score high in potential but low in performance.
 Here it is key to continuously track their performance – they should grow and increase their performance
rapidly.

Future stars
 The next three groups are High Potentials, Core Players, and High Performers
they were labeled as ‘future stars’.
High Potentials

 They were high in potential and average performance.

 This is because they haven’t had time to fully grow in the role yet.
 The priority here is to move them to the right position in the 9-box grid so
they are in the top-right corner.
Core Players

 Core Players are the ones who are reliable performers and who also have the potential
to grow further in their current roles.
 The main performance management priority is to bring these people to the right of the
9-box grid, where they score high on performance.

High Performers

 High Performers are already in a good place.

 They contribute to your organization so the key strategy here is to keep them happy and engaged while
ensuring that they will be up for the job not just now but also for years to come.
 If the high performer is ambitious and looking to move upward in the organization, you will want to
improve their potential with different interventions.
Stars
 The stars, also referred to as future leaders, are your high performers who are also capable
of taking on new roles.
 They also play a critical role in succession management.
 McKinsey Feedback Model‍
 This is particularly useful when the feedback needs to be straight to the point,
irrefutable, and less personal.

 McKinsey Model, feedback is delivered in three key components :

 The Action: This refers to the specific behavior or action that is observed by others. It could be a behavior

during a meeting, a task completion, or any other observable action.

 The Feeling: This represents the emotional response or reaction of the observer to the action. It focuses on how

the behavior made the observer feel and what impact it had on them.

 The Feedback: The feedback component involves expressing the feelings and emotions associated with the

observed action in a constructive and open manner. It aims to create a safe space for discussion and

understanding, fostering positive change in behavior.

McKinsey feedback example

“When you arrived 15 minutes late for the team meeting, it left the team feeling frustrated as

we couldn’t get started. This also meant that we didn't have time to cover everything that needed

discussing. In the future, can you please let us know if you are delayed and going to be

running late”?
 SAID, Feedback Model
 The SAID method helps you construct your feedback by separating it into separate
parts, in this case, four of them:
 Strengths (S),

 Action (A),

 Impact (I), and

 Development (D).

 The reason it works so well is because helps reinforce good behavior when the
feedback is positive and helps drive a change in behavior when more constructive
feedback is required.
 Strengths (S)

 It is particularly when providing negative feedback–in that, it acknowledges the

employee’s efforts and demonstrates that you understood their good intention.

 Action (A)

 To convey what the action is that you are providing feedback on.
 It’s also important that you’re limiting the number of actions you’re referring to,
in order to keep the feedback focused and digestible, without leaving them feeling
demotivated.
 Impact (I)
 The impact the individual’s actions have had on either a person or performance—something that is often
missed when providing positive feedback.

 For example, many of us will say “You’ve done a great job, well done”, without explaining why or
detailing the positive impact their action has made.

 But what does this look like when providing negative feedback?

 Development (D)
 It often fails to determine the desired next steps, for example correcting a mistake.

 When using the SAID model, you should therefore be acknowledging what needs to change going
forward.

 Also want to think about putting a plan in place to review whether improvements have been made, as
well as any support the employee may require.
Example

“We’ve often discussed that you have great attention to detail, which has always helped us to
ensure accuracy in our marketing communications”.

“I did, however, notice that in the newsletter you sent yesterday, there were a few broken
links”.

“This may impact the number of sign-ups we get for our next webinar”.

“Perhaps next time, we could create a checklist that includes checking that all links are
working okay”.
 Stanford Method
 This approach is simple to use and focuses on getting feedback in a
positive framework.

 I Like, I Wish, What if Method is appropriate to use with teams or one on

one.

 As with other feedback techniques, always use “I” rather than “you”
when providing feedback.
Here’s an example:
You statement: You make me mad when you are late.
I statement: I get mad when you are late.
 Using I Like, I Wish, What if makes feedback more constructive and positive. Using
the same example about our friend being late, you might say instead:

Example

 I like it when you are time.

 I wish you would leave a few minutes earlier.
 What if you left a few minutes earlier?
 StopKeepStart Feedback Model
 Stop Doing – Talk about actions that is He/She doing and need to be stopped
immediately, impractical activities, lack of follow-up, activities that are not
working, etc.

 Keep Doing – Mention a couple of activities that is He/She doing well, bring out
the good practices and the impact with coworkers and business, end meetings on
time, and communicate clear expectations and deadlines.

 Start Doing – To unleash the potential of our people, providing useful insights to
invite them to try new things to address the situation that appears recently on the
project.
Example

 During the presentation you said several times “You know”, need find other phrases
 Last week you arrive 3 days late to our daily review, you need to stop this behavior

 I really like the way you handle the Focus Review meeting, the agenda was run smoothly, and you
have the right answer for each question, ¡¡well done!!

 Last Project We struggled to launch the initiative on the entire plant, Are we considered now a
pilot area to start?
 I was aware that you have launched an Audit program with few engagements, are you already try
to define KPIs and communicate participation?
 STAR Feedback Model
 It provides relevant and actionable feedback by considering the following three
factors:

 Situation/Task – Start with the specific challenge the

employee faced or project/initiative they worked on.

 Action – Then think about their approach to the situation

or task.

 Results – And lastly, consider how their actions impacted

the outcome of the situation or task.

Situation/Task
 The first thing to establish the precise situation your employee faced or the task they were
given.

 “We were about to miss our monthly sales goal” or “The network went down in the middle of
rush hour” are examples of challenges an employee may face.

 Our feedback process by considering the major objectives the employee took on.

 The more specific the situation/task is, the more personalized your feedback will be.
Action
 What exactly did your employee do to respond to the situation or task at hand? This
could be positive or negative. Try to avoid generic phrases like “handled it,” or
“got things done,”—of course they did, but how?

 This is key to reinforcing ideal behaviors or best practices with the employee.

 Did they consider all options and take the most logical approach to the problem?
Did they remain level-headed and focused on their objectives?

 Your goal is to ensure the employee would know exactly what to do if the same
situation occurred again.
Result
 What was the direct result of the employee’s action?

 Did they successfully solve the problem or complete their task?

 First, determine whether or not the outcome was successful, then consider how the employee’s
action impacted the result.

 It gives employees the confidence to act on their good ideas again. Or in the case of negative
feedback, the employee learns exactly what they should have done instead.
 Explore example look before and after the STAR feedback model:
Without STAR Model:

Consider the positive version of these comments:

 “Steve helped us hit our monthly sales goal. Great work, Steve!”
 “Mani fixed the internet. Good job!”
 “Mohan created a beautiful new website!”

Consider the negative version of these comments:

 “Steve failed to help us hit our monthly sales goal.”

 “The internet was down all day because Mani couldn’t figure out what was wrong.”
 “The new website isn’t what we had in mind, Mohan.”
With the STAR Model:

Consider the positive version of these comments:

 “We were about to miss our monthly sales goal. Steve spent some extra time calling potential clients and

ended up landing two more deals for us. Great work, Steve!”

 “We lost our network connection at the busiest time of day. Mani kept cool under pressure, followed the

troubleshooting procedures, and we were back up and running in no time! Good job!”

 “Mohan was tasked with project managing the design and development of our new website. He created

multiple mock-ups and collected feedback from organizational leadership. He also worked with the front-end

developer to ensure the website functioned as intended. Amazing work, Mohan!”

Consider the negative version of these comments:

 “We identified that we were likely going to fall short of our monthly sales target but Steve didn’t make any

extra effort to help us get back on track.”

 “Internet outages happen but our network was down for too long. Mani got stressed out and failed to follow

the troubleshooting procedures which are designed to resolve this type of issue.”

 “The new website lacks content and has some functionality issues. Next time, please keep us updated as you

progress so we can share feedback and ask for help taking on tasks beyond your skillset.”

Make a difference in your Performance Review System with STAR feedback

 By focusing on the specific situation/task, pinpointing the action taken, and directly tying efforts to results, your

employees will know exactly what they did right or wrong.

 CEDAR Feedback Model
 CEDAR is a framework that can be used to structure feedback conversations in a positive way
by allowing the individual – rather than the manager – to take the lead in discussions about his
or her performance.

 CEDAR feedback is specifically split into five stages:

1. Context: The first thing to do is Put things in Context.

Who is being “affected”, How things are going, What was happening, etc?

2. Examples: Then, describe Examples of what should be Improved.

Situations in which a Behavior or an Action was reprehensible.

3. Diagnosis: Clearly Explain what the problem was and Why.

Don’t assume that it is obvious: Highlight the Issue repeatedly.

4. Actions: Define Actions or Routines to improve Behavior or Performance.

An Easy guideline that everyone could follow.

5. Review: Organize regular meetings to Track Progress.

Once a week first, then once a month, and then Quarterly, for example.
CEDAR Feedback model Example:- The Lazy Employee

Let’s imagine that you have an employee who is a bit lazy.

 He is an intelligent guy and you think he could contribute much more to the Company.

Context:

First of all, you explain to him How much work there is in the office (in a polite way).
 Deadlines, Projects, etc.
Then, you explain objectively what you think his Strengths and Skills are.
 Why you hired him?

Examples:

Once he’s been put in context, you describe different situations in which he could have
helped his co-workers and the entire Company much more.
Diagnosis:

You sincerely ask him How could the Company motivate him more.
 He says he doesn’t like what he’s working on lately.
Then you ask him what he would like to work on.
Actions:

You two agree on a new dynamic:

 He will work part-time on his current tasks and the other half on the new project in
which he is interested.
Providing he develops his current tasks in a productive way.
Review:

Every week, you’ll have an informal meeting to track progress with him.
You’ll also meet with one of his coworkers to get objective feedback on his Behavior.
 You will have to organize this meeting in a subtle way, not to convey mistrust.
CEDAR Feedback model Example:- The Unproductive Coworker

Now we’ll imagine that you have a very Unproductive coworker.

 You are not his boss, but you want to tell him that he is not doing anything, as it is affecting you
personally.

Context:

First of all, you explain to him your day-to-day at work:

 How much work you are doing.
 How many hours do you have to spend every day?
 etc.
And How it is affecting your personal life.
Examples:

Then, you give him examples of Situations in which you had to do extra work because of him.
 And How it affected you personally.

Diagnosis:

He tells you that he hates his daily tasks. He only likes to “Prepare the Documents”:
 Prepare presentation.
 Assemble Excel Sheets.
 etc.
But he doesn’t like to develop its content.
 He is not good at it.
Actions:

Since you are very good at developing content and it is your favorite part, you two make a deal:
 He’ll Prepare, all your Documents (design, indexes, grammar revision, Excel Sheets, etc).
 And you’ll develop all the content.
As your Job involves lots of paperwork, you think it is a good deal.
 You waste lot of time with formats (and you hate it).

Review:

Every week, you two assess if the workload is evenly distributed and his “Productivity”.
 In a subtle way, as you are not his boss.
 Pendleton Feedback Model
 The Pendleton Feedback Model helps break down the barriers to giving valuable feedback

by encouraging self-reflection and proactive problem-solving.

 This model aims to guide a human conversation that empowers the employee.

 It can be combined with other forms of employee check-ins and feedback forms to provide a

clear view of your employee’s well-being and performance.

 Step 1: The employee is invited to reflect on how they think their performance went, focusing on:

 Firstly, what they think went well.

 Then, what they think could be improved.

 Step 2: Once the manager has listened to this, they then step in and address where:

 Firstly, they agree with the employee’s self-assessment.

 Then, most importantly, where they see any points of difference.

 The conversation structure for both sides might sound something like this:

 “What do you think went well?”

 “What do you think could be done differently?”

 “What could be further improved?”

 “How can this be achieved?”

 Benefits of the Pendleton Feedback Model

 This is proven to be highly effective in helping employees and managers get the most out of

their shared performance feedback by highlighting and reinforcing positive behaviors.

 Asking what could have been done differently, and guiding discussions on how to meet

expectations and develop skills.

 The framework was purpose-built for supporting balanced and constructive feedback

conversations.
 360-degree Feedback model
 360-degree feedback, also called multi-rater or multisource feedback, or 360 reviews, is a part of the
performance management system.

 It refers to an assessment system wherein employees get ratings and feedback from numerous people they
regularly interact with and work with.

 This feedback is not just confidential but anonymous too.

 As It is apparent that feedback comes from all around, i.e. superiors, subordinates, coworkers, and peers in
the organization hierarchy.

 It could also come from external sources, such as customers and suppliers who deal with the employees.

 It takes a holistic view of the employee when it comes to performance and other attributes like talents,
behavior, values, etc.
Components of 360-degree Feedback
1. Employee Self Feedback: It allows the employee to know his strengths, weaknesses, and
achievements and judge his own performance.

2. Feedback from Superior: Superiors judge the responsibilities and actual job performance of
the employee under evaluation.

3. Feedback from Subordinate: It provides an opportunity to assess the employee based on

communication and motivating abilities, leadership qualities, ability to delegate work, and so
forth.

4. Peer Feedback: It helps to know whether the employee is cooperative and easily gels up with
other employees. Also, how good he is when he works in a team.
Process of 360-degree Feedback
 The individual usually fills out and submits a self-perception questionnaire.

 Asks several people who act as respondents to provide feedback by filling out the same
questionnaire form.

 The evaluation is carried out with the help of a questionnaire that attempts to gauge the
behavior which is regarded as critical for the performance of the job.

 Evaluators conduct this evaluation anonymously.

 After that, an external or specified internal agent collects the evaluation.

 The evaluation is performed at periodical intervals, i.e. annually or semi-annually.

 This method assesses whether the employee is actually deserving of promotion or not.
Objectives of 360-degree Feedback
 Giving awareness to the employee under evaluation about the strengths and weaknesses.

 Recognize the need for development and evolve developmental plans for an individual.

 Gathering data for rational decision-making concerning rewards and other HR issues.

 Reinforcing numerous changes in the efforts of management.

 The basis for performance-based pay.

 Matching the goals of individuals and teams with the organization’s vision, values, and goals.
Advantages of 360-degree feedback
To Employee

 An employee who gets the feedback can use the same for planning the training and development.

 Offers a quite acceptable review to employees.

 The candidate gets a variety of inputs to improve his role, performance, ideas, and styles. Also, it enhances

the employee’s acceptability.

 It helps in understanding personal and organizational developmental needs.

 The employee can take responsibility for their career development program. This is because they get

responses from multiple sources regarding where they need to put more effort and focus.

 It helps an individual understand his/her own personality from an outsider’s point of view.
To Organization
 Organizations can use it as a base for promotion and also for deciding the salary.

 It serves various needs of the conventional appraisal system, such as identifying developmental needs, reward
management, and performance development.

 Capable of highlighting the supervisory biases in the conventional appraisal system.

 An effective technique of improving customer service and input quality and service to customers.

 Adds objectivity and augments the traditional appraisal system.

 As it involves the participation of the employees, the quality of HR decisions improves.

 Appropriate for new organizational culture. Most of the top-notch organizations in the world support this
system.
Disadvantages of 360-degree feedback

 The method of performance appraisal is a time-consuming one.

 It may result in tension among employees as they might take evaluations of others personally.

 If the employee cannot handle criticism positively, it may result in low morale and a decrease in
productivity.

 Encourages non-objective evaluation, as people may take advantage of anonymity.

Queries