ABSTRACT
HR leaders around the world are striving to improve the quality of manager feedback and coaching. While much is known about how to provide feedback effectively, managers and employees alike often struggle to do it well. They fear negative reactions from recipients and harming work relationships. Instead of focusing on improving feedback, organizations would be better served to focus on improving the quality of performance conversations as a whole. Effective performance conversations are done for the right purpose, they include the right content, and they are delivered using the right approach. This chapter discusses what we know from research about structuring and enabling effective performance conversations. It provides practical advice for fostering these conversations in organizations and discusses how to take the pressure off managers to be the sole providers of feedback.
