The Resource HBR guide to delivering effective feedback, Harvard Business Review Press

HBR guide to delivering effective feedback, Harvard Business Review Press

Label
HBR guide to delivering effective feedback
Title
HBR guide to delivering effective feedback
Statement of responsibility
Harvard Business Review Press
Contributor
Issuing body
Subject
Language
eng
Member of
Cataloging source
DLC
Index
index present
LC call number
HF5549.5.R58
LC item number
H424 2016
Literary form
non fiction
Nature of contents
bibliography
http://library.link/vocab/relatedWorkOrContributorName
Harvard Business Review Press
Series statement
Harvard business review guides
http://library.link/vocab/subjectName
  • Employee retention
  • Feedback (Psychology)
  • Employees
  • Personnel management
  • Employee retention
  • Employees
  • Feedback (Psychology)
  • Personnel management
Label
HBR guide to delivering effective feedback, Harvard Business Review Press
Instantiates
Publication
Copyright
Bibliography note
Includes bibliographical references and index
Carrier category
volume
Carrier category code
nc
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • The set-up-to-fail syndrome: how bosses create their own poor preformers
  • Jean-François Manzoni and Jean-Lois Barsoux
  • How to give feedback that helps people grow: establish trust, then focus on improvement
  • Monique Valcour
  • Recognize good work in a meaningful way: tailor your rewards to the person and the effort
  • Christina Bielaszka-Duvernay
  • Section 2: Formal Performance Appraisals.
  • Delivering an effective performance review: five basic ruls for getting it right
  • Rebecca Knight
  • Managing performance when it's hard to measure: focus on the individual, not a rating
  • Section 1: Ongoing Feedback.
  • Jim Whitehurst
  • Stop worrying about your employee's weaknesses: emphasize their strengths to help them grow
  • Peter Bregman
  • How to set and support employee goals: set your people up to succeed
  • Amy Gallo
  • When to grant a promotion or raise: first, make sure they can do the job they want
  • Amy Gallo
  • Tips for record keeping: track performance so reviews run smoothly
  • Section 3: Tough Topics.
  • How to help and underperformer: identify the problem and see if coaching can help
  • Giving effective feedback: the two types of feedback, defined
  • Amy Gallo
  • Delivering criticism to a defensive employee: stick to the facts
  • Holly Weeks
  • How to give star performers productive feedback: discuss performance, new frontiers, and aspirations
  • Amy Gallo
  • Prioritizing feedback-even when time is short: three ways to be more efficient
  • Daisy Wademan Dowling
  • Navigating the choppy waters of cross-cultural feedback: make subtle shifts to adapt your approach
  • Andy Molinsky
  • How to discuss performance with your team: let them do the talking first
  • Sometimes negative feedback is best
  • Rebecca Knight
  • Heidi Grant Halvorson
  • Giving feedback that sticks: prevent a fight-or-flight response
  • Ed Batista
  • A better way to deliver bad news: take an open approach to your discussion
  • Jean-François Manzoni
Dimensions
23 cm.
Extent
x, 203 pages
Isbn
9781633691643
Lccn
2015047167
Media category
unmediated
Media MARC source
rdamedia
Media type code
n
Stock number
99968023894
System control number
  • (OCoLC)922454217
  • (OCoLC)ocn922454217
Label
HBR guide to delivering effective feedback, Harvard Business Review Press
Publication
Copyright
Bibliography note
Includes bibliographical references and index
Carrier category
volume
Carrier category code
nc
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • The set-up-to-fail syndrome: how bosses create their own poor preformers
  • Jean-François Manzoni and Jean-Lois Barsoux
  • How to give feedback that helps people grow: establish trust, then focus on improvement
  • Monique Valcour
  • Recognize good work in a meaningful way: tailor your rewards to the person and the effort
  • Christina Bielaszka-Duvernay
  • Section 2: Formal Performance Appraisals.
  • Delivering an effective performance review: five basic ruls for getting it right
  • Rebecca Knight
  • Managing performance when it's hard to measure: focus on the individual, not a rating
  • Section 1: Ongoing Feedback.
  • Jim Whitehurst
  • Stop worrying about your employee's weaknesses: emphasize their strengths to help them grow
  • Peter Bregman
  • How to set and support employee goals: set your people up to succeed
  • Amy Gallo
  • When to grant a promotion or raise: first, make sure they can do the job they want
  • Amy Gallo
  • Tips for record keeping: track performance so reviews run smoothly
  • Section 3: Tough Topics.
  • How to help and underperformer: identify the problem and see if coaching can help
  • Giving effective feedback: the two types of feedback, defined
  • Amy Gallo
  • Delivering criticism to a defensive employee: stick to the facts
  • Holly Weeks
  • How to give star performers productive feedback: discuss performance, new frontiers, and aspirations
  • Amy Gallo
  • Prioritizing feedback-even when time is short: three ways to be more efficient
  • Daisy Wademan Dowling
  • Navigating the choppy waters of cross-cultural feedback: make subtle shifts to adapt your approach
  • Andy Molinsky
  • How to discuss performance with your team: let them do the talking first
  • Sometimes negative feedback is best
  • Rebecca Knight
  • Heidi Grant Halvorson
  • Giving feedback that sticks: prevent a fight-or-flight response
  • Ed Batista
  • A better way to deliver bad news: take an open approach to your discussion
  • Jean-François Manzoni
Dimensions
23 cm.
Extent
x, 203 pages
Isbn
9781633691643
Lccn
2015047167
Media category
unmediated
Media MARC source
rdamedia
Media type code
n
Stock number
99968023894
System control number
  • (OCoLC)922454217
  • (OCoLC)ocn922454217

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