Delivering effective performance feedback: The strengths-based approach
Herman Aguinis, Ryan K. Gottfredson, Harry Joo
SciVerse Science Direct - April 2012
Abstract
Performance feedback has significant potential to benefit employees in terms of individual and team performance. Moreover, effective performance feedback has the potential to enhance employee engagement, motivation, and job satisfaction. However, managers often are not comfortable giving performance feedback and such feedback, if improperly relayed, causes more harm than good. In this installment of HUMAN PERFORMANCE, we describe a shift from traditional weaknesses-based feedback (which relies on negative commentary focused on employees’ shortcomings) to the more constructive approach of strengths-based feedback (which relies on employee affirmation and encouragement). We explain why a strengths-based approach to performance feedback is superior to the weaknesses-centered approach, and offer nine research-based recommendations on how to deliver effective performance feedback employing a strengths-based method.
Section snippets
Building up vs. breaking down
A key responsibility of successful managers is to help their employees improve job performance on an ongoing basis (Aguinis, Joo, & Gottfredson, 2011). Managers carry out this responsibility by implementing performance management systems that are designed to align performance at the individual, unit, and organizational levels. Notably, performance feedback is a critical component of all performance management systems (Aguinis, 2009, DeNisi and Kluger, 2000). Performance feedback can be defined...
The traditional weaknesses-based approach to feedback
Under the weaknesses-based approach to feedback, managers identify their employees’ weaknesses (e.g., deficiencies in terms of their job performance, knowledge, and skills); provide negative feedback on what the employees are doing wrong or what the employees did not accomplish; and, finally, ask them to improve their behaviors or results by overcoming their weaknesses. The rationale behind weaknesses-based feedback is that weaknesses are areas where employees have potential to improve, and it...
The superior strengths-based approach to feedback
Under the strengths-based approach to feedback, managers identify their employees’ strengths in terms of their exceptional job performance, knowledge, skills, and talents; provide positive feedback on what the employees are doing to succeed based on such strengths; and, finally, ask them to maintain or improve their behaviors or results by making continued or more intensive use of their strengths. The reasons behind strengths-based feedback are that employee strengths are of great potential for...
Research-based recommendations for implementing a strengths-based approach to performance feedback
Table 1 represents a summary of our nine recommendations. Based on earlier discussion, our first recommendation is to focus on a strengths-based approach. The strengths-based approach involves identifying strengths, providing positive feedback on how employees are using their strengths to exhibit desirable behaviors and achieve beneficial results, and asking them to maintain or improve their behaviors or results by making continued or more intensive use of their strengths...
How it's done: The nine principles of effective performance feedback at play
How would our recommended principles of feedback play out in an actual feedback session? Recall the conversation between Tony and Lisa that we used previously to provide an example of concepts related to feedback. Now, consider the following vignette in which Tony has been informally observing Lisa's performance and decides to provide feedback, both because of things she did well and areas in which she could improve when interacting with customers:...
Conclusion
The purpose of performance feedback is to improve individual and team performance, as well as employee engagement, motivation, and job satisfaction. In this article, we described two alternative approaches to feedback: the traditional weaknesses-based approach and the superior strengths-based approach. There are significant negative consequences associated with the exclusive use of the weaknesses-based approach. Accordingly, managers should primarily adopt a strengths-based approach, which...