Feedback Fiasco

Disciplinary discussions are never easy. But they're even more challenging for a newly-promoted manager. What do you say? How do you say it? How do you avoid being that boss--the one everyone loves to hate--while still addressing the issue?

FeedbackFIasco Info

THE COMPANY: Amazon.

PROJECT TYPE: Micro-learning.

THE PREMISE: Newly-hired first-time managers were receiving poor ratings from their subordinates (with only an average 30% satisfaction rating). The new managers fell into two extremes: Either they avoided giving employees performance and behavioral feedback because they just weren't sure how to do it, or they were gruff and bossy. They also struggled with understanding the difference between in-the-moment feedback, one-on-one coaching, and corrective action discussions.

THE EXPERIENCE: This "flipped coaching" program was the first in a trilogy of programs on feedback, coaching, and corrective action. It was intended as an information program that would introduce learners to the types of feedback and when to use each. It was followed up with on-the-job practice and one-on-one in-person coaching from their superiors.

THE RESULT: Four months after implementing this "flipped coaching" product, employee ratings of their managers increased to an 84-percent satisfaction rate.

OUR ROLE IN THE PROJECT:

- -Original concept and script

-- Instructional design

-- Instructional development

-- Storyboarding

-- Visual design and layout

-- Graphic design

--UI and UX design and programming

-- Branding and Internal Marketing of the trilogy-

-- Data analytics

-- Copywriting (Course description and promotions)

-- Budget oversight and management

--Project management