Feedback, Goal Setting, and Evaluation Design Techniques for Performance
Of all the topics in business, performance feedback is probably the least understood. Even though this seems to be the case, amazingly, businesses all over the world “sensing” the value of feedback have attempted to implement feedback systems with limited success. One of the many reasons businesses fail at implementing performance feedback is because often managers cannot draw the distinction between providing performers with useful information on performance (feedback) versus providing performers with evaluation (consequences) on performance, which is not feedback. In our natural environment we receive ample and immediate information of our behavioral effects on the physical world - feedback. We not only receive ample feedback in the natural environment on our behavioral effects but also quite often we receive immediate and positive consequences on those same behaviors. This is why we so easily “move about” every day. Business isn’t quite so friendly in producing natural useful information on our performance, or positive consequences on our performance. Performance feedback is not simply any information or data on our performance, it must be specific information on our performance which tells us what behaviors to change - usually to improve performance relative to some level. Gilbert (1978) who for many years had designed feedback systems in industry, business, and schools states that the “simplicity” of designing feedback systems helps explain why these systems are so rarely followed. He says “I suppose that people tend to look for more complex reasons for seemingly complex performance problems, and therefore more complex solutions”. He further goes on to say that when a feedback system is properly engineered a substantial improvement in measured performance of never less than 20%, often 50%, and sometimes as high as six-fold is achieved. Therefore, in business the question is not whether or not to implement performance feedback systems but, how to do it effectively to get these measurable increases in human performance?
Participants for this course should have exposure to Pinpointing techniques, and human performance Measurement. To systematically engineer a performance feedback system we first need a performance plan (results and behaviors) and data from our performance measurements. Any one of the following prerequisite courses would be recommended:
This course is designed for participants to learn how to build effective human performance feedback systems. A visual model of performance feedback is covered to help the student quickly define and easily understand performance feedback concepts. A large component of this course has participants first learn effective feedback design characteristics, and then build out feedback systems for performers of their organization through workshops. The course covers the importance of feedback systems in graphical format for business, and then discusses important implementation issues of feedback systems and subsequent consequences. The feedback system, once engineered, is used as a foundation to teach participants effective goal setting (levels of performance) in business as well as designing easy and scientific performance intervention evaluations. Performance intervention evaluation simply means ways to evaluate our performance change, like evaluating the effect of implementing a feedback system on performance.
A light breakfast, lunch and course materials are provided. Ancillary reference material for interested participants, for at home practice and learning, can be distributed as requested.
- Pinpointing and Measurement Fundamentals Review
- The Feedback Model of Performance Defined
- Design Characteristics of Effective Feedback Systems
- Effective Feedback in Graphs
- Implementing Feedback and Reinforcement at Work
- Effective Goal (Levels of Performance) Setting for Business
- Evaluating Performance Change - Evaluation Design Techniques
If you would like any questions answered on registration, course content, or instruction simply contact us by e-mail or phone.
Cancellation and Rescheduling Policy:
If you’re unable to attend a previously scheduled course or seminar, we invite you to provide a substitute person in place of your attendance. AnMar Management Inc. (A.M.I.) will refund your registration fee (less the retail and shipping costs of any possible course materials sent to you) if you cancel more than 14 days before the scheduled seminar. Your registration fee will not be refunded if you cancel 14 or fewer days prior to a scheduled course. In those cases, 50% of your registration fee will be reserved to be applied to any available A.M.I. course or seminar you wish to attend within the next six months. After six months, the registration fee will be forfeited. A.M.I cannot be responsible for any nonrefundable travel expenses incurred by you or another as a result of your registration, attendance at, or cancellation of an A.M.I. course. If you can, wait until 3 weeks prior to the seminar before making any airline or other nonrefundable travel reservations.