Human Resources In Government

Recently I solicited feedback from IPMA-HR members about using social networking to connect with colleagues.  I posted inquiries on the IPMA-HR Facebook page, Twitter, and Linked In’s IPMA-HR Group.  I also asked the membership at an AZ IPMA-HR Chapter meeting for input. 

To my surprise, we received no response to the Twitter inquiry and no answer to the Facebook posting. We did, however, receive four immediate responses to the LinkedIn inquiry.  Some of the respondents described an aversion to using Facebook or MySpace, but LinkedIn seemed to have an appropriate appeal. 

It appears that the most popular social networking tool for professionals is LinkedIn.  It allows for a dialogue about current issues and allows members to share resources and ideas.  The Groups functions works much like IPMA-HR’s Listserv, where members can post a question or request and other members can respond.  While Facebook also has this function, it appears that LinkedIn is the professional’s preference.

We have a great opportunity to share and network via social networking tools.  Are you LinkedIn?

Part of a manager’s job is to give feedback to employees to help them meet and exceed the expectations for performance.  It should be easy, right?  Just share your perspectives with the employee and they will improve, grow, and develop. As easy as this concept sounds, most managers struggle with giving feedback that is constructive, productive, and received the way it was intended. 

Why is feedback so hard to give?  One reason is because managers often don’t really give feedback; they make judgments.  Let’s draw a distinction between judgment and feedback.  Judgments include opinions or conclusions. Feedback is a presentation of the facts.  Here are some other distinctions:

Often, when we intend to provide helpful feedback it is heard as if we are passing judgment.  And, when a judgment is lobbed, resistance usually results.  An essential principle of a Painless Performance Conversation is to recognize this important difference.  Here are some examples:

Judgment:  “You didn’t prepare enough for that important presentation.”

Feedback: “There were critical details and statistics that were not included in your presentation. For example…”

Judgment:  “You are not carrying your weight in the office.”

Feedback:  “You have completed three case files this week.  Your peers are completing an average of six case files per week.”

Judgment: “You did a great job today!  Nice work!”

Feedback: “Your ideas for solving the Jones complaint were innovative and effective.  You gave the customer several options, all of which were appropriate given the situation.”

Judgment: “Many of your assignments are not getting done thoroughly.”

Feedback:  “This month there were four projects that were not submitted by the deadline that we agreed upon.”

Feedback is the tool great managers use to encourage self-assessment and accountability.  It takes some thought but the results are more meaningful to the employee and more productive for the manager. The last time you gave an employee feedback, was it really feedback or was it judgment? How can you, as an HR professional help, help the leaders in your organization give more feedback?  I’d love to hear your suggestions and ideas.