Focuses on the training and development needs of admin professionals and features topics such as hard skills (software competencies, writing, communication, filing) and soft skills (teamwork, time management, leadership).
Issue link: https://digital.hrreporter.com/i/771126
FEBRUARY 2017 2 E D I TO R ' S N OT E George Pearson Thoughtful feedback transcends 'good job' Just as feedback from admin to executive can be useful and appreciated (Feedback fuels 'privileged' admin-executive bond, page 1), so can feedback to colleagues. Reaching out to colleagues with positive feedback promotes a harmonious workplace atmosphere and can set the scene for greater productivity, suggests a blog from Impraise, the company behind a mobile-optimized app designed for real-time feedback, social recognition and peer coaching. How you conceive and deliver that feedback has everything to do with how well it is received and put to use. A "good job" pat on the back to a new employee, for example, communicates warmth and acceptance but doesn't necessarily confirm or encourage the specific behaviours that caught your attention – and, perhaps, even your admiration. Thinking back to your own introduction to a new job or new workplace, you likely would have appreciated some pointers as to behaviours that would have given you momentum in the right direction – something more than "well done." Such generalities, the Impraise blog points out, not only don't give the new employee something to work with, they also "sound like you didn't put any real thought into their performance. In that way, giving generic praise can be almost as bad as not giving any at all." The blog suggests these steps to giving effective positive feedback to colleagues: 1.When to give positive feedback. Common instances are "when you've noticed your colleague dem - onstrate exceptional skills, when they've achieved a personal goal or when they're in need of encourage- ment." Reasons for giving the feed- back are based on the individual, not the size of the achievement 2.Details of delivery� Use examples and describe exactly what you found to be positive about their performance. Also, highlighting behaviours rather than traits (such as "people skills") signals the need to continue to work on those skills rather than take them for granted. 3.Where to give feedback. When the message is constructive, give it in private. On the positive side, while many people may appreciate a public acknowledgement, some more reserved people may prefer it in private. Consider the individual. 4.Importance of timing. As soon as possible after the achievement, mak - ing it easier for you and the recipient to recall details. 5.Encouraging team members to achieve more. "If it was a senior employee whose coding skills are very impressive, why not ask for some tips? If it's a junior colleague who's done well on an assignment, why not suggest they take the lead on the next one?" Beyond the benefits of strengthen - ing your relationship with colleagues and contributing to a more positive, nurturing workplace, you'll be gain- ing invaluable management skills for future career opportunities. Administrative Assistant's Update is published once a month by Thomson Reuters Canada Ltd. Director, Media Solutions, Canada: Karen Lorimer Publisher: Todd Humber Editor: George Pearson george@adminupdate.ca Associate Editor: Jennifer Lewington jennifer@adminupdate.ca EDITORIAL OFFICE (519) 271-6000 Administrative Assistant's Update Thomson Reuters Canada Ltd. 1 Corporate Plaza, 2075 Kennedy Road Toronto, ON M1T 3V4 CUSTOMER SERVICE (416) 609-3800 (800) 387-5164 FAX (416) 298-5082 (877) 750-9041 carswell.customerrelations@ thomsonreuters.com Contents copyright. All rights reserved. © 2017 Thomson Reuters Canada Ltd. Contents may not be reproduced without written permission. Brief extracts may be made with due acknowledgement. Annual subscription: $189. Publications Mail Registration No. 40065782 GST# 897176350 UPDATE Administrative Assistant's The death of annual performance reviews? Impraise (see "Thoughtful feed- back …" above) is among the performance management soft- ware developers who are press- ing for the replacement of annual performance reviews with various ongoing feedback systems. See www.snapmunk.com: "Impraise tries to change the performance reviews game with continuous co-worker feedback."