The SBI Feedback Model
The SBI (situation, behaviour and impact) feedback tool is a simple structure you can use to provide effective feedback for your employees. It gives everyone an opportunity to reflect on past experiences and
discuss ways of improvement.
Situation: Refer back to a situation or experience that may have happened, making sure the details are accurate and clear.
Behaviour: Discuss the specific behaviour you would like to address. This could be something you think needs improvement/change or a behaviour you would like to highlight positively.
Impact: Explain what the impact of this certain behaviour has on you, other employees and the company as a whole.
STAR Feedback Model
The STAR feedback model consists of three key factors which are, situation/task, action and results. This tool can help you provide feedback that is
actionable and is a great way to bring up past or present events that need to be addressed.
Situation or task: The first step is to describe the situation or task accurately. For example, you could address how ‘monthly sales have gone down’ or ‘you did a great job…’
Action: Next you will need to describe the action that the employee decided to take, in as much detail as possible. For example ‘you didn’t hit your sales targets because you did this…’ or ‘you handled the objection well by doing this…’ Avoid using negative phrases such as ‘you messed up’ as this becomes more of an insult rather than constructive feedback.
Result: Finally, accurately describe how their action effected the overall result of the situation or task. For example ‘After handling the objection well, you still made the sale.
Pendleton Feedback Model
This feedback model encourages employees to reflect on their actions and receive feedback on what they are doing well, and how they can improve. It involves a discussion on positive behaviours and an action plan for improvements. There are seven steps to take within this model to giving your employee feedback.
Step 1: Ask if the employee wants to take part in a discussion on feedback.
Step 2: Give the employee a chance to comment on the situation or behaviour that you have observed.
Step 3: Ask the employee what they can identify what they think went well.
Step 4: Let the employee know what you thought they did well when observing.
Step 5: Ask the employee to identify any improvements they think they could make.
Step 6: Let the employee know what you think could be improved.
Step 7: Agree on an action plan for improvements.
DESC Feedback Model
The DESC feedback model is used to tell your employees what you would like them to do more, less, or differently to improve their overall performance. It’s a simple yet effective communication skills tool that can be used to produce quick motivation for changing certain behaviours. There are 4 steps to follow:
Step 1: Briefly describe what actions you have seen whilst observing.
Step 2: Explain what result the action has made on you / the company.
Step 3: Clearly describe what improvements you would like them to make next time.
Step 4: Describe how this change will benefit the company.
IDEA Feedback Model
The IDEA feedback model is designed to help identify, describe, encourage and create a plan of action for a behaviour or improvement that you feel needs to be addressed. Using this tool will help manage and give feedback by being able to highlight the importance for change and agree on a solution.
Identify: It is important to give specific feedback to your employees so they know what is expected from them. Identify the key problems that need to be addressed and clarify your expectations. For example, you could mention how they are taking longer to respond to client emails.
Describe: The next step is to explain the importance of the change and how it can impact you and the company. This could be the potential effects on employees, company revenue or overall success of the business.
Encourage: For change to happen, you need to encourage your employees to take action in making the improvements needed. Rather than judging, encourage your employees to do better as it will also motivate them and create trust and commitment to the task.
Agree: The last step is to agree on a plan of action. Set a date for a follow-up meeting to review progress and provide training and support if needed.
The CEDAR Model
This model is a great tool to use to encourage your employees to discuss their performance and skills rather than being micromanaged and told how to change. It gives them the opportunity to think about what they could be doing differently. It is used in five different stages:
Context: Make sure your employee understands that feedback is important to improve themselves and the company. If employees understand the reason behind feedback and how it fits in with their overall performance, they will be more open to it.
Examples: Use this next step to praise successes your employee has achieved and ask them to give examples of difficult times or struggles they may have faced.
Diagnosis: Help the employee review their actions and why they had the impact they did.
Action: From what you have learnt from your employee, use this information to set goals and develop a plan of action. Ask them questions such as ‘What steps will you take to be able to achieve this?’ and ‘what are you aiming to achieve?’
Review: Finally you need to schedule regular feedback meetings to track progress with your employee to resolve problems and praise accomplishments.
360-Degree Feedback Model
The 360-degree model is used anonymously to gain feedback on employees strengths and weaknesses. It is a useful tool that helps employees become more effective in their roles and gain an understanding on where they can improve. Employees can see how their co-workers view them and their behaviours, and it is a good tool to use to develop skills and improve at their roles.
The Sandwich Feedback Model
Finally, the sandwich feedback model highlights key areas in both positive and constructive feedback. It starts the discussion off giving praise for what employees are achieving or doing well, and then going into what they can improve on, finally ending on something else they are good at. The term ‘sandwich method’ comes from the way of packing areas of improvement, the bread being what they are doing well and the filling being an area of improvements.
Here is a bonus model on video: AID feedback model
If you are interested in communication skills training courses please contact Sales Training International on +44 (0) 1704 889325 or email info@salestrainingint.com for more information.
