For decades one of the greatest shortcomings that workers manifest, in multiple public or private organizations, is the low level of recognition and feedback they receive from their bosses.
And this is not just a lack of "perception" related to how good or bad people feel in organizations. On the contrary, it is a deficiency that is directly related to the performance of people and therefore to organizational results.
But there are differences between operational and executive jobs, when people perform operational jobs, where it is easy to see the results (for example, products manufactured, customers served, files processed, etc.), it is relatively simple to know if one is doing well. his work. Or, at least, if you are doing enough.
However, this is not so clear with professionals and executives. With them, what they do or do not do usually has many more consequences than a person can recognize or imagine with the naked eye.
For example, a highly results-oriented boss, who is constantly pressuring his subordinates to achieve higher productivity and better quality in their work, can achieve these goals and be apparently very effective.
But it can also create fear in your team, which can make people not want to tell you when something is wrong, or are not willing to be creative and are relatively closed to any changes that involve risk.
This will definitely have a negative effect on the results, in the short, medium or long term. That is why, when dealing with professionals, specific and objective feedback is essential for performance management.
What we need to do when we give feedback to a person is to "inform" him about his behavior and the consequences of it and not to "train" him, in the sense of defining who he is.
And this is where the feedback methods known as 360 degrees become especially important. Especially if they are developed with a "competencies" approach. That is, with a system that focuses on those elements of a person's behavior that make them effective or competent in a specific activity or task.
360-degree feedback systems, in their most effective use, allow us to inform the person, for example, how often "excites others through inspiring visions", "takes risks to defend principles, values or mission "," involves people in decisions that affect them "or some other behavior related to the" Leadership "competence. Or with any other competition.
We are not saying if he is a leader or not, but we are informing the person what behaviors we have not observed in them and what we would like to see, which we have seen, but we would like to see more often and which we have seen, but we would prefer that they did not exist.
In this way, we really fulfill the purpose of effective feedback to "inform" the person, both with respect to the behaviors that they display or do not display and about the expectations we have.
With 360-degree feedback, so called because feedback is provided by the boss, the apprentice, their peers, and their subordinates, a person can obtain specific information and immediately take action. Information that, when used to influence their behavior, can allow the person to significantly improve their performance.
Therefore, results-oriented labor feedback is a key element in human resource management that allows us to improve results and therefore meet organizational objectives.
