The document summarizes the results of a post-assessment on providing feedback. It shows the participant scored 100% on the post-assessment, an improvement over their 20% on the pre-assessment. It then lists 10 multiple choice questions from the assessment and whether the participant answered correctly or not.
The document summarizes the results of a post-assessment on providing feedback. It shows the participant scored 100% on the post-assessment, an improvement over their 20% on the pre-assessment. It then lists 10 multiple choice questions from the assessment and whether the participant answered correctly or not.
The document summarizes the results of a post-assessment on providing feedback. It shows the participant scored 100% on the post-assessment, an improvement over their 20% on the pre-assessment. It then lists 10 multiple choice questions from the assessment and whether the participant answered correctly or not.
The document summarizes the results of a post-assessment on providing feedback. It shows the participant scored 100% on the post-assessment, an improvement over their 20% on the pre-assessment. It then lists 10 multiple choice questions from the assessment and whether the participant answered correctly or not.
Cong a la ion ! You've successfully completed Feedback Essentials according to your company's requirements. Print your completion certificate now.
Post-Assessment: 100%
Pre-Assessment: 20%
The difference in these scores shows possible knowledge gain.
Q e ion 1 Which of the following statements about giving and receiving feedback is no true?
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Good choice. You answered: Giving feedback is an opportunity to offer judgments on your boss or your peers.
Feedback should no be a judgment about another person. Feedback is intended to be an objective message about behavior and i consequences, either to recognize a job well done or to suggest how to improve performance.
REVIEW MATERIAL Learn > What Is Feedback? > Recognize the importance of feedback
Q e ion 2 In which of the following situations would feedback be lea
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appropriate?
Good choice. You answered: Maria checks her calendar and decides it is time to review George s job performance over the past months.
This situation calls for performance evaluation, not feedback. It is important to realize that a feedback session has a different purpo
than a performance evaluation meeting. Formal performance appraisals are conducted at regular intervals (usually every six month
least once a year). The focus of a performance evaluation is to review an employee s past work whereas feedback is given on an a needed basis and looks to the future to determine how that employee can grow.
REVIEW MATERIAL Learn > Deciding When and How to Deliver Feedback > Feedback sessions versus performance evaluations
Q e ion 3
You are the sales manager of a Japanese auto parts manufacturer. You have heard rumors that Brian, your North American sales representative, is impatien
potential customers. You suspect that his annoyance is negatively affecting his sales performance and therefore the company's North American sales overa infos s.m hmm.org/hmm/feedback_essentials/post_assessment_results.html 1/4
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Post-Assessment Results potential customers. You suspect that his annoyance is negatively affecting his sales performance and therefore the company's North American sales overa
recent convention, you observe Brian's impatience with prospects firsthand. What is your be
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approach for providing feedback?
Good choice. You answered: Focus your comments on what Brian could do to control his impatience next time. Focusing your comments on an issue that Brian can work on in the future, such as controlling his impatience with customers, is
effective feedback. When giving feedback, make sure to focus on improving performance don t use feedback simply to criticize.
REVIEW MATERIAL Learn > Giving Feedback Effectively > Guidelines for effective feedback
Q e ion 4
A colleague arranges lunch to provide feedback on the marketing collateral you recently developed. He tells you that the materials are poorly designed and la
creativity. You restate his comments in different words and then ask him to explain in greater detail. You assess his emotions and notice that his body langu signals impatience. You decide that he is trying to be helpful, but is annoyed because he feels the materials reflect badly on the company. What did you to get the most from his feedback?
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Good choice. You answered: Separate fact from opinion.
When receiving feedback, you should be prepared to separate fact from opinion. It is only your colleague s opinion that the market
materials are poorly designed. It s not that opinions should be discounted, but they don t always carry the same weight as establi
facts. To get the most out of your colleague s feedback, you need to establish what specific aspects of the design are indeed poo need improvement.
REVIEW MATERIAL Learn > Receiving Feedback Openly > Tips for staying open during the feedback session
Q e ion 5 Sam, if you have five minutes, I d appreciate your advice. Folks are really tense about the pending merger and it has started to affect production. That s not
anybody wants. I want to meet with the production division about the issue. Knowing how popular you are in the plant, do you think the meeting is a good ide This feedback approach is designed for what type of person?
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Good choice. You answered: Relater.
This is appropriate feedback for a relater. Sam responds to an emphasis on how his feedback will help to create a more stable and productive work environment. Give relaters information and ask them for their opinion.
REVIEW MATERIAL Learn > Customizing Feedback > Behavioral typology
Q e ion 6
One of your direct reports, Anna, redesigned the production timetable at your plant to facilitate faster overseas deliveries. The plan still needs some work. Kn your direct report thrives on authority and control, what is the be
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way to deliver feedback?
Good choice. You answered: Describe the areas in the plan that you think need work and ask Anna what she thinks should happ next.
Since Anna is a direc or someone who seeks to establish authority and control describing the areas of the plan that need w
and soliciting her opinion is the most appropriate way to deliver feedback. When giving feedback to directors, the best way to work address the issues directly and give them control during the feedback process. infos s.m hmm.org/hmm/feedback_essentials/post_assessment_results.html
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Post-Assessment Results
REVIEW MATERIAL Learn > Customizing Feedback > Behavioral typology
Q e ion 7
You have always encouraged your team to be open to giving and receiving feedback. You notice, however, that one of your employees is unable to give or re feedback effectively because of his attitude. Which employee is it?
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Good choice. You answered: Andre, who declines personal recognition awards, insisting that the awards be shared with his team
Andre s attitude is a barrier to receiving feedback effectively. He is uncomfortable receiving affirming feedback personal recognit awards because he does not want to be set apart from others.
REVIEW MATERIAL Learn > Managing Barriers to Feedback > Barriers to receiving feedback
Q e ion 8 Which one of the following statements is true?
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Good choice. You answered: Feedback needs to address behavior that the receiver can actually change.
Certain types of change, such as those involving personality characteristics, can be too difficult or impossible for some peop Feedback should be limited to changes that are within the person s control.
REVIEW MATERIAL Learn > Acting When Feedback Calls for Change > Affecting change
Q e ion 9 In which of the following situations would feedback be lea
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effective?
Good choice. You answered: Even after receiving several customer service training courses, Brigid remains ill-at-ease when talkin clients and seems unable to be genuinely customer friendly.
Feedback is least likely to be effective in this situation Since Brigid has already received several customer service training program
have not changed her behavior, being customer friendly seems beyond her control. Generally speaking, providing feedback is not recommended when a change is too difficult for the person or beyond a person s control.
REVIEW MATERIAL Learn > Acting When Feedback Calls for Change > Affecting change
Q e ion 10 Troy is a market researcher for a multinational advertising firm. Colleagues have started to complain about her short workdays and lengthy personal phone
conversations. As the manager of the research division, you know that you need to address the growing discontent within your team. You find out that a fam problem is diverting Troy's attention from work. Which of the following is the mo
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appropriate course of action?
Good choice. You answered: Recognize that Troy is having a personal difficulty and explore ways to prevent it from having a nega impact on her work.
Acknowledging Troy s personal problem and your intention to work with her is the best course of action. During your discussion, c detail Troy s job expectations and emphasize that they have not changed as a result of her new circumstances.
REVIEW MATERIAL Learn > Frequently Asked Questions
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