How to Answer: As an Amazon Operations Manager, you will measure the performance of your Area Managers and provide them with feedback. How do you approach giving feedback to your direct reports?
Advice and answer examples written specifically for an Amazon job interview.
6. As an Amazon Operations Manager, you will measure the performance of your Area Managers and provide them with feedback. How do you approach giving feedback to your direct reports?
How to Answer
Providing proper feedback to your direct reports is a critical skill for any Operations Manager to possess. You should continually improve this skill; however, the interviewer wants to see that you place value on this specific management responsibility. Perhaps you have an effective framework that you follow when providing feedback. One example of a feedback framework is:
1) Ask for permission. Once you have the person's permission to offer constructive criticism, they are much more likely to listen to you and absorb the conversation.
2) Balance the feedback. When providing constructive criticism, also provide positive feedback to balance the conversation. This approach prevents the recipient from feeling under attack.
3) Be specific. It's important to be as detailed as possible. This way, the person receiving your feedback knows exactly which actions need improvement and why.
4) Set a time-based goal. Once you have given feedback to someone, they must understand that they need to repair the situation. Provide specific expectations for improvement and attach a timeline to those expectations.
Walk the interviewer through your method of providing feedback. If possible, give a story-based example of a time when you successfully offered feedback to a direct report while helping them to implement positive change.
Answer Example
"I believe it's essential to provide feedback promptly. If I witness a situation where feedback is required, I will address the situation as soon as possible. Also, it's important to be firm yet kind. I do not expect perfection, so when I approach a person with feedback, I do so with empathy and an open understanding. Even if the mistake is hard to fathom, I will go into a constructive conversation under the assumption that the person did not make the error on purpose. Every feedback-based conversation is a training opportunity. First, I ask the person's permission to offer the feedback. Then, I will be highly detailed regarding what I saw them do incorrectly while balancing that out with what I have seen them do right. To end the conversation, I like to brainstorm a solution with the other person. I want to hear their input regarding the change they believe they can make and then attach that action to a timeline. As an example, I recently encountered a warehouse associate operating a forklift unsafely. I pulled the person aside for a private conversation and asked, 'May I talk to you about what just happened?' This person agreed, and I moved on to say, 'I have seen you operate a forklift for many months now and appreciate that you are usually very mindful of safety. Do you recall what you learned in your recent forklift re-certification class?' The person then pointed out the error that occurred and admitted that it was a careless error. We talked about what they could have done instead and agreed that safety always comes before speed in a warehouse environment. As per company policy, I had to write them up and revoke their forklift access until they took the next scheduled safety training. However, we agreed that if there were no more safety issues in the next 30 days, I would return their forklift responsibilities. This associate appreciated my approach and thanked me for being on top of the feedback while offering a fair consequence and workable solution."
Anonymous Interview Answers with Professional Feedback
Anonymous Answer
First, ask for permission to make sure I am creating an environment where the employee knows that his voice is heard and that is not only a number but someone that matters.
Balance feedback with constructive criticism that way I am not creating an antagonizing environment.
Be clear and precise so the employee knows what is their next step and then set a time so that the mistake can be solved in a timely manner."
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