Similarities Between Coaching And Feedback

Receiving feedback gives us an opportunity to change and modify our behaviour, in order to become more effective at skills.

Eunson (2012) states feedback is a two way communication between a sender and receiver that encourage a response. Constructive feedback is information specific, addressing issues or concerns that are based on factual observations and performance organisation orientated goals, not personal feelings (Baron, cited in Sommer and Kulkarni 2012). Constructive feedback aligns performance through praise or criticism (Baker et al.2013). Given in a timely manner, being aware of body language, tone and avoiding confrontational words demonstrates constructive feedback (Eunson 2012). Levett-Jones and Van De Riet (2015) suggest development of trust and respect between nursing colleagues can occur with open, direct and honest communication. Baker et al. (2013) maintains the importance of constructive feedback delivered with supportive suggestions ensures greater effectiveness in communication and encourages positive learning performance as an outcome. Baker et al (2013) emphasises that frequent and timely constructive feedback builds trust, reducing formality encouraging a feedback friendly organisation. In contrast, feedback not applied constructively or in a timely manner, causes anxiety and perceptions of a one way conversation, leading to feelings of mistrust and bias in the process (baker et al. 2013). Sommer and Kulkarni (2012) suggest that ways to avoid negative impact are through use of scheduled performance and appraisal development meetings. Baker et al. (2013) suggest implementing mentoring novice program, providing learning opportunity while establishing good interpersonal relations. What is more, constructive feedback is also very useful in Nursing. As stated by Ali (2013) a benefit of constructive feedback is increased reliability in employees. Through use of structured performance

3600 feedback is a process in which someone’s performance is assessed and feedback is given by a number of people who may include their manager, subordinates, colleagues and customers (Michael Armstrong 2009:644). The debate surrounds a point of whether it offers a means of overcoming the traditional limitations of appraisal.

Directive types of feedback are used to provide clues that the quality assurance staff can use to device the best possible course of action. It is helpful in creating a non-confrontational and non-threatening environment from which to create positive change. Developmental types of feedback are similar to directive types, in that they empower the internal assessment and quality assurance staff to make decisions. Likewise, guidance is a good way to help steer quality assurance staff in the right direction. When it is strategic, signposting can also be helpful for improving quality outcomes.

Feedback is important as it sets up targets; the person knows what to improve. It motivates people and helps them to focus. It helps identifying the strengths and weaknesses. It expresses what is important to the organisation and the job and reduces uncertainties in people.

3.1 Supervision is an important source of feedback and we discuss my work and how I am doing, what I am doing well and what needs to improve. Supervision feedback could be formal like in supervision meetings but also informal when talking unplanned. For example, my manager will come in, in the morning and ask ‘how did it go last night? And after explaining, she will tell me fine but next time add this to what I haven't done today. My colleagues and the service users are important too for giving me feedback, for showing me what I am doing well, the areas I need to improve on and work on.

The employee should know where he/she stands in obtaining performance goals. Thus, providing feedback is an integral part of the task. The feedback should be delivered to the employee to motivate the employee but also help him/her identify any weakness in his/her performance and to help contribute to growth. The employee should leave the appraisal with knowledge of what he/she specifically needs to improve on

Using feedback as a strategy will create growth within the organization both professional and personal.

Feedback- This area refers to the ongoing information that employees receive in the performance of their jobs. At my job, we receive feedback, letting us know that we exceeded the standards for call wait times or if we have not met this standard. Feedback also goes back to the management in that they become aware of the situations.

By getting feedback, we can identify areas for improvement, eg, somebody says you need to learn to cook, we can then ask for help or training from our manager.

The use of coaching by individuals and organizations has increased rapidly in last decade. As role of coaching is growing over the time, so has the need to find ways of assuring quality of the coaching services being provided. Coaching supervision is an essential part for continuous professional development of coaches. It’s the essential link between theory and coaching practice, the main source of assuring quality, to mitigate the risks may inherent in coaching. It can also help to increase the return on an investment in coaching and to provide evidence of that return.

The interpersonal communication skill of feedback is essential for hospital nurses to give a suitable care to each patient because it enables the nurses to learn, and improve their motivation, performance and efficiency that assist to achieve their goal which is to help the patients heal. The interpersonal communication skill of feedback is a system of conveying information between two people regarding the receiver’s performance (Baker et al. 2013). In general, feedback is employed to deliver information about interim objectives and recent behaviour or performance, and to guide individuals on expected enhancement and outcomes for the organisation (Baker et al. 2013). Receiving feedback provides individuals with information on their strengths and weaknesses, which allow them to have an opportunity to build self-improvement plans if the individuals are willing to change their behaviour or performance (De Janasz et al. 2014). Suitable feedback within an organisation results in positive behaviour changes which improve efficiency of the organisation (Baker et al. 2013). There is evidence showing that supportive feedback employments promote improved openness to feedback, increased feedback-seeking behaviour, and inspiration to use feedback and change performance behaviour (Baker et al. 2013). When nurses identify feedback as a helpful resource that can enhance the quality of care, feedback can lead to an outstanding advancement promoting the nurses’ well-being (Giesbers et al.

Therefore, feedback is designed to provide useful information to participants to help develop and improve them as leaders. It should not be used to hurt participants or make them feel bad; however, feedback is needed for improvements and coaching in order to move them to the next level. According to Hughes, Ginnett, & Curphy (2015) “The skill of giving constructive feedback, however, inherently involves actively giving feedback to some else. Getting helpful feedback is essential to a subordinate’s performance and development. Without feedback, a subordinate will not be able to tell whether she’s doing a good job or whether her abrasiveness is turning people off and hurting her chances for promotion (p.444).”

360 degree feedback system as a performance evaluation tool as long as the understanding of its intent is understood. “There are three key steps in the successful implementation of 360 degree feedback systems in an organization. The three steps are that it must fit the organizations culture, make it psychometrically sound, and used with care” (“Best Practices”, 2012). It is also important to train the feedback providers to be sensitive, respectful and polite. Treating employees in a friendly and respectful manner and offering constructive advice will make them more open to accepting the performance

In an article from the U.S. Office of Personnel Management [OPM] (n.d.) it stated that “without feedback, you 're walking blind, at best, you 'll accidentally reach your goal, and at worst, you will wander aimlessly through the dark, never reaching your destination.” Feedback is a critical element in a managers “toolbox” when evaluating employees. It gives an employee a view of how good or bad their previous performance was and what or if they need to improve in their performance. It also reduces