EOS Handout

coachspeaks: thecoachingprogramme

FEEDBACK The following model shows that the effectiveness of feedback depends on the person giving feedback as well as the person receiving it.

I

OK

NOT OK

OK

I - Person giving feedback

EFFECTIVE FEEDBACK

THE PERSON GIVING FEEDBACK FEELS THREATENED

You

You - Person receiving feedback

NOT OK

FEEDFORWARD IS DESIRABLE NO OUTCOME

People hesitate to give critical feedback because They are concerned about the relationship They are scared of loosing productivity

Implications of not giving feedback Confusion which results into reduced productivity People quit because they become overconfident about their capabilities

How to give feedback

Give feedback immediately after the event Convert feedback into numbers Be specific

Why is HR’s feedback ineffective? It is perceived that HR does not do any meaningful work as they are not billable HR is not strategic

To change these perceptions CEO should brand HR HR should be strategic and not just a support function

TAKEAWAYS FROM THE SESSION Understanding the importance of coaching as a technique of organisational development Understanding the difference between training, counselling and coaching Learning to distinguish between a mentor and a coach Identifying qualities of a coach Understanding the application of transactional analysis in coaching process Thorough understanding of coaching process Being aware about coaching models at Atyaasaa and their scope of application Comprehending the concept and relevance of shadow coaching Realizing the importance of implementing bell curve and grading matrix Obtaining inputs on feedback

For fur ther details: Write to us at: info@atyaasaa.com | Call us on: (91-20) 25896445 | V isit us at: www.atyaasaa.com

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