Relative Performance Feedback (RFP)
Is It the New Performance Improvement Model?
Performance Feedback"....It's a data-driven, results-tested way of
improving productivity among employees. It appears to have zero cost for
The approach may be effective because it relies on a naturally occurring or internalized desire to be part of
the group, not fall or be left behind, and possibly the desire to
measure up to the standards of the group--a peer pressure effect--even
when one's peers are not knowledgeable about one's status of
Relative Performance Feedback -- read a collection of articles about this concept here:
Important Tips for Giving Feedback So It "Sticks"
Feedback is defined as the process of providing information to your
employees about their past behavior in order to influence their future
feedback requires mutual understanding. This absolute key. Employees
must understand that its purpose is to help them excel, not find fault
or shake their confidence. This takes "soft skill" know-how on the part
of manager. It is not just an academic procedure.
feedback that influences employee behavior, you need to make sure it’s
based on verifiable data. You may even want to survey (or observe
confidentially) coworkers interactions with the employee, customers,
vendors, suppliers or others who interact regularly with your employees.
It’s also important to establish productivity measures for your
employees and educate them about how to meet or exceed these standards.
Another critical point: Let everyone know that you’ll provide ongoing
feedback based on their output as it relates to the measures and job
expectations that you’ve set.
Precise communication enhances
your feedback. By providing descriptions rather than rendering
judgments, you enable employees to draw their own conclusions. Example:
“Your report contained 12 typos and it was missing a summary page and
evidence to substantiate your claims” is better than “Your report was
Your feedback thus serves as a supportive,
non-threatening way to motivate the employee to improve, not a harsh
criticism that triggers defensiveness. Also critical--and a big sore
point with many employees--remove any ambiguity about what constitutes
WARNING: Words such as “disappointing,”
“inconsistent” or “poor” do not describe a person’s behavior, so avoid
using them when giving feedback. Instead, cite observable or verifiable
evidence without adding your interpretation or characterizing a worker’s motives.
Ask yourself--is this true or false for you: In a typical week, I give
each of my employees at least one specific piece of clear, descriptive,
non-judgmental feedback that’s either positive or negative.
you're interested in 1) Improving relationships with supervisors; 2)
Reducing risk that some supervisors may get the organization sued; or 3)
Getting supervisors to address "ticking time bomb" employees, then
explore 14 Vital Skills for Supervisors at http://workexcel.net/supervisor-training.html
Daniel Feerst, Publisher