Effective performance feedback essential

  • Published
  • By Master Sgt. Dale Goods
  • 56th Operations Group
LUKE AIR FORCE BASE, Ariz. --  Performance feedback is an important part of the supervisor and subordinate relationship. Conducting performance feedback is something that we all know supervisors must accomplish; but really, how often is it being conducted? In addition, if it is accomplished, is it being done effectively?

In most cases I think it is being done correctly, but unfortunately there are still many instances when it is not being done correctly and sometimes not conducted at all.

People want to make a difference in their work center and in our Air Force. People want to be recognized for their accomplishments and want to learn how to become more effective. They want and need to know where they stand with their supervisors' expectations. People crave feedback that is honest, positive, objective and fair.

So why is it that some supervisors don't want to give effective feedback? I think there are several reasons.

Some feel operations tempo is too high and there are many other taskings of a higher priority that must get done, and this makes it difficult to devote proper time to conduct performance feedback. Sometimes supervisors and subordinates form close working relationships and get to know each other very well. In some instances this familiarity can make it hard to look someone in the eye and tell him or her they need to improve their performance.

When standards and expectations are not clearly communicated, there is no way for a subordinate to know where he or she stands. There have been several times when members have come into my office and complained about the rating he or she received on his or her enlisted performance report. In nearly every one of those cases, it was found that performance feedback was not conducted as required.

There is a common misconception out there that if a subordinate does not receive performance feedback that he or she will automatically receive a "firewall" five on the next EPR. The truth is, if a subordinate is not receiving performance feedback, he or she must ask for it. If performance feedback does not occur, then elevate the issue up the chain of command and/or contact a first sergeant or commander. Supervisors that do not conduct performance feedback sessions as required and enter a date feedback was conducted on the subordinate's EPR should be prepared to face administrative and/or disciplinary action.

Giving effective performance feedback is a key supervisory responsibility. Work climate surveys strongly suggest that job satisfaction, morale and retention are closely related to the ability of a leader to provide feedback. Senior leaders must set the example for the organization by giving timely feedback and demanding that leaders at all levels do the same. For specific performance feedback timelines and requirements, refer to Air Force Pamphlet 36-2627.