When giving feedback or analyzing performance is key that it is detailed enough and put into a relevant context. By doing so you will make it relevant for both you and them.
Lot has been written but generally speaking, while preparing a feedback conversation, you should consider at least:
A) Context of what has happened: when and in which scope. This will allow the person and you to have a specific moment and action to position the analysis
B) Details behind context. You should focus on what has happened and get a clear understanding
C) Behavior: what has determined the person to act this way? What are the predecessors of the action?
D) Impact and consequences. What derived from the action? Was it positive or not? Was it in line with your expectation for the person and the role?
Those elements are fundamental for the person who receives the feedback, and are needed whether it is a positive or a negative one.
Remember that this is not a one-timer to be done but if you want to be credible, reliable and meaningful in discussing with your employee, you will need to record and analyse performance on a daily basis in order to collect and define your idea on an ongoing basis. And, goes without saying, you should also give regular feedback: the more you give the better you steer the behavior of your organization.
Just start with a simple action: take some notes on relevant facts and people behavior during the days and try to make them rational at the end of the week. Will not be a huge effort but will be a great kicker for your work and credibility toward your employees. And will also give you another great tool: by doing so you will have time to observe the dynamics inside your organization from a neutral and privileged point of view. By observing you will understand them and propose corrective actions when needed; and having tracked the development will allow you to put them in the right context.
