"I typically provide feedback in a one-on-one setting in real-time. If there is an issue or concern, I go directly to that employee to address it face to face versus sending an email, instant message, or worse, waiting until their quarterly reviews. I always give specific examples in my feedback and take the emotion out. For example, "I feel like you're always late" would not be appropriate. I would document the days and times the employee was late, use those examples in my feedback, and review the attendance policy and expectations."

"My team members need to know how they are performing at all times, and I never want anyone to be blind-sided in a performance review. I firmly believe in providing feedback (both positive and constructive) timely and allowing the employee to ask questions. I provide feedback in various ways. I prefer face-to-face or virtual one-on-one settings to discuss feedback, and then I follow up with an email recap of what we've discussed and the expectations, if applicable. I also use instant messenger where appropriate and share feedback in larger team meetings. It's equally important to celebrate the wins and provide positive feedback in addition to constructive feedback."

I am a huge believer in positive reinforcement. I try to give positive feedback whenever I can. This might be in passing, something more formal in a meeting or by posting something in the breakroom. On a previous unit I managed I started posting positive reinforcement for staff in the break room and I saw a huge boost in employee morale and satisfaction. If it's negative feedback on something I always do it privately in a 1:1 setting. With negative feedback I always have proof and an investigation to back up what I'm saying so the employee knows I do not jump to conclusions. I will also have copies of any policies/ procedures available for review during the meeting if needed.