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Performance feedback & coaching
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Performance feedback & coaching

Core & leadership

Performance feedback & coaching

The manager's ability to give staff specific, regular, evidence-based feedback on their work, and to coach them through dialogue and questions so they find their own ways to improve. It lets the organisation spot and close performance gaps early, develop talent from within the team faster, and strengthen employees' commitment to their goals.

CE-D04-02 Type: Leadership

Foundational

Gives regular, specific feedback to direct reports and runs one-to-one coaching sessions using the organisation's template, drawing on HR or their own manager when needed.

Behavioural indicators

  1. Holds a one-to-one with each direct report at the agreed frequency and records the discussion and agreed actions in the approved template.
  2. Gives feedback within a few days of the event, describing the specific behaviour observed, its impact on the work and the expected alternative, without general judgements about the person.
  3. Links each piece of feedback to one of the employee's written objectives or KPIs and cites an example from their work output, such as a report, a transaction or a customer message.
  4. Asks open questions that invite the employee to propose a solution before offering their own view, then agrees a specific next step with a due date.
  5. Opens the next meeting by reviewing progress on the agreed actions and documents the progress or the reasons for delay.

Learning journey

▶ Start the journey · about 13 minutes

Advanced

Handles difficult and sensitive performance conversations, adapts the coaching approach to the person and situation, and raises the quality of feedback among the managers who report to them and in the performance process itself.

Behavioural indicators

  1. Prepares and leads conversations on persistent underperformance or sensitive conduct in coordination with HR, ending with a written improvement plan that sets measurable targets, review dates and specific support.
  2. Chooses the coaching style according to the employee's experience and readiness, more directive with a new joiner and more question-led with an experienced one, and records the reason for the choice in the coaching notes.
  3. Reviews a sample of the feedback records written by the managers who report to them and gives each manager written comments on their clarity and use of evidence.
  4. Takes part in rating calibration sessions with peers and challenges any rating not backed by documented evidence, stating what evidence is missing.
  5. Analyses patterns in performance and feedback data across their unit and submits written proposals to adjust the performance process, such as meeting frequency or documentation templates.

Learning journey

▶ Start the journey · about 11 minutes

Positions that require it

Required by management tier

  • First-line (section head) Foundational
  • Middle (department director) Advanced
  • Senior management Advanced

Further learning

Chosen resources for those who want to go deeper after the journey.