Using Ninety to Give Better Feedback
Generally, people like to track performance in various aspects of their lives. We receive grades and track the number of steps we take and even how many hours we sleep every night. Each data set provides insight into areas where we can improve, and this information is even more powerful when combined with expert analysis.
Feedback at work is no different. Not knowing how you stand performance-wise at work can almost be anxiety-inducing. Simple conversations serve as a conduit for passing efficiencies across the company. Managers should be the experts who analyze what's going well or needs improvement. We cannot overstate the importance of quality, structured feedback.
Feedback comes in two flavors: the more subjective side, which could be related to the overall fit compared to the core values, and the objective side, which is the capacity to complete the responsibilities related to the seat. Ninety provides tools to help guide managers and employees toward giving feedback that fits into both worlds.
The first section asks how the employee ranks compared to the company's core values; a simple ranking system tracks whether each component fits into the employee's personality. These rankings are where the more subjective side of the feedback comes into play. There's typically no clearly defined data point that guides this analysis. It's more based on the perceived fit, driving home the importance of clear communication between employees and their managers.
While the subjectiveness may make this section nebulous, the Core Value fit must not be overlooked. An employee trending towards or already is a poor fit regarding the company's core values can be a huge detriment in achieving goals. Give this section some deep thought.
Analyzing the Rocks is the more objective side. Is it on track; yes or no? Off-track Rocks merit a deep dive into what's causing the delay because an off-track Rock puts even larger company goals at risk. That's not to say that the manager should ignore on-track Rocks. A conversation about challenges or improvements is encouraged even if a Rock is on track. Still, the off-track Rocks are a red flag and a fundamental discussion point.
The Quarterly discussion is based on a similar 90-day schedule to Rocks. Keeping every team on the same page regarding progress makes teams far less likely to be blindsided. View the Quarterly less as a formal performance review and more as a catch-up on current events but now have more structure. You always have the option to make the Quarterly "formal" if a performance review becomes necessary. Ideally, the Annual review would serve as that "formal" conversation.
Most likely, these are all conversations you're already having. But do you have a formal structure in place? With Ninety, you can examine both the objective and subjective sides of feedback at a regular cadence. This combination removes that anxiety-inducing uncertainty of knowing where you stand performance-wise and allows teams to focus on what matters most.
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