Follow-up and evaluation feedback

The coaching process includes an effective evaluation and follow-up that controls it from the establishment of the objectives to the development of the action plan, providing the coachee with feedback on the actions he/she takes. In other words, the client must be told what he/she is doing right (positive feedback), as well as what he/she is doing wrong (negative feedback).

Positive feedback acts to strengthen and perpetuate the desired behavior, negative feedback induces the individual to fight harder to improve performance. The latter feedback should be given in private.

The car must be prepared to give feedback, as well as to receive it, only then is there adequate communication. Feedback (in both directions) must be maintained throughout the process and stimulated by questions such as: "Is it clear what I have explained to you?

In short, feedback helps, during the process, to maintain a trajectory of improvement. It provides the opportunity to check progress, prevent possible obstacles that may arise, which makes it possible to show if the action plan needs any changes. It enhances learning and personal growth.

Feedback should be given spontaneously when the moment requires it, but formal follow-up sessions can also be planned by following some steps.

Steps for formal follow-up sessions

• Set a date for a follow-up session.

• Check the progress the person involved has made.

• Continue to observe.

• Ask the person directly how he/she is doing and if there is anything you can do to help.

• Identify possible modifications to the action plan.

• Ask what worked well and what the other person thinks could be improved in the training phase.

Guidelines for providing effective feedback

Focus on improving performance. Feedback is not only used to criticize or highlight poor performance by the mentee. While it is true that attention should be drawn to a job poorly done in the hope that the coachee will improve his or her performance, it is even more important to provide feedback that affirms and praises a job well done because this reinforces the mentee and the mentee learns from what he or she has done well.

Keep the focus on future feedback. Focus on aspects that can be reworked in the future because its purpose is precisely to improve those aspects.

Provide timely feedback. Feedback should be given, as far as possible, immediately after observing the behavior to be corrected or reinforced. However, if the coach is a manager who is frustrated or angry about an employee's behavior, it is wise to delay giving feedback.

Focus on behavior, not character, attitudes or personality. Feedback should be provided using non-emotive language and emphasizing exclusively on the mentee's behavior without reference to characteristics of the person, otherwise it may come across as threatening or intimidating and the person may feel personally attacked.

Avoid generalizations. We must be specific about what we mean when we provide feedback to the coachee. If the mentee performs badly (or well) a particular action within a task we will only refer to that particular action.

Be sincere. Try to be sincere and clear and provide feedback with the intention of helping the other person to improve.

Be realistic. When giving feedback we should focus on factors that the other person can control.

When all the steps of the process are completed and the objectives are achieved on time, then the coaching process has been successful.

When the coachee successfully implements the action plan, then that coaching process is over. This does not mean that we will not coach that client again, but that the coaching project is over.

It is very appropriate before closing to have a meeting where you ask for feedback on what you think worked, any improvements you recommend, and take the pulse of how satisfied you are with the coaching process.

360° feedback

The 360° feedback or Multi-Source Evaluation is a tool that, by means of a questionnaire, allows each member of the organization to receive feedback from their superiors, colleagues, collaborators and even external clients. It is so named precisely for that reason, because it encompasses the entire environment of the person. It is also described as a way to periodically obtain feedback from each member of the team on the performance of a member, a department or an organization.

This helps to improve their performance and maximize the results of the organization. This tool is also oriented to the development of competencies, allowing to find the elements that propitiate to increase or improve performance.

The ideal moment to apply this tool in the coaching process is:

• At the beginning of the process: For a coach in his first time in an organization, making a first 360 feedback that touches on general issues will provide information on which individuals could benefit from coaching and in which areas, skills, competence, etc., could be worked on to improve their professional performance.

• At the end of the process: When the results are being assessed. This is a good way to measure the achievement of the goals set in the action plan. Goals such as "Improve my teamwork" or "be more assertive in defending my positions in meetings" are objectives that would be difficult to measure in any other way.

If the time to implement the action plan is very long, 360° feedback can be used before the time comes to achieve the objectives, this allows us to know if we are getting closer or farther away from the objectives.

The ideal would be the periodic application of this tool in the company, say every 6 months, thus allowing us to evaluate the impact of the change in the organizations.

We must also take into account the size of the organization to determine who evaluates whom. In small organizations, where everyone knows each other and is used to working frequently in teams, everyone can and should participate in the process. On the other hand, in larger organizations, everyone does not know each other, so some colleagues do not have the capacity to evaluate the performance of some members of the organization.

This procedure can be divided into several stages:

• Stage 1 : Determination of the evaluation questionnaire.

• Stage 2: Communication of the process to be carried out to the whole organization.

• Stage 3: Administration of the questionnaires and data analysis.

• Step 4: Preparation and presentation of the report.

Determination of the evaluation questionnaire

The questionnaires used in the 360 feedback refer to the performance of the workers, not to their personality and aptitudes. The questionnaire can be general or specific to the organization. The use of each type of questionnaire has both advantages and disadvantages.

Standard questionnaire:

• Advantages: requires fewer resources, has the necessary statistical elements (validity, reliability, etc.) as it is validated.

• Disadvantages: The fact that it may not be fair to reality may lead to unrealistic conclusions.

Specific questionnaire:

• Advantages: It will be adjusted to the culture and strategic needs of the company.

• Disadvantages: It requires more resources and time to create it. It will be necessary to determine the competencies to be evaluated, to carr