![]() Providing post-interview feedback is a practice that shouldn’t be considered out of the ordinary. One of the ways of ensuring a great candidate experience is to provide feedback on interviews after the interview round. It shows people you are listening and trying to understand them.Ensuring a great candidate experience is highly important for any organization that wants to attract top talent. Don’t start a conversation saying, “Sarah, what you did was not great what I would have done is….” Start the conversation by asking open-ended questions before determining your response. Try to avoid how you would have handled a situation unless they ask you or you fully understand their point of view. “What I would have done.” What you may think is a teachable moment in the feedback conversation can be perceived as condescending.If you have a lot of negative feedback to unpack in a conversation, try to space it out, especially if you are trying to convey anything that could have a high emotional impact. If it’s too one-sided, you may be missing other challenges that are impacting them that you could assist with, like adjusting a policy, talking to another team member that isn’t doing their work, etc. Give them a chance to respond to the information so you can gain greater insight into the problem. Just because you have a point of view, does not mean it is the only one. You are not the only one in a feedback conversation. Using comparisons can create perceived favoritism towards others instead of the employee, causing them to disengage from the conversation. You may think you are telling Jill to look at Jack as a role model and an example of the desired behavior, but they may hear that you value Jack more. You might think this is obvious, but it happens more than you think, and rather innocently. to make a point but you must proceed with caution if you compare people, especially team members. It can be one thing to compare behavior to other departments, organizations, etc. ![]() This is not to say to be so direct you forget that there is a human on the other side of the conversation, but it is to be direct about what you want them to do. This also has the opportunity to derail a feedback conversation into an entirely different topic that may not address what you actually scheduled a meeting to discuss. The more words, stories, metaphors, examples you use, the more likely the employee will be confused about what you are asking of them.
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