Definition: Feedback is a process involving the exchange of information between a supervisor and an employee about performance expectations and the performance exhibited by that individual. Feedback is not just the sharing of critical or constructive information, but also positive examples of effective performance.  




Feedback should be:

·         Specific: It’s important that feedback is related to a specific event or instance of positive or negative performance. Rather than saying “you’re doing a good (or bad) job”, explain specifically what the individual is doing and how it is impacting the situation.

·         Timely: Attempt to give feedback in as timely a manner as possible. The closer to the event, the more the individual will be able to reflect on the circumstance in real time. Note, however, that you should always ask an individual if they are ready to receive feedback.

·         Private: Critical performance feedback should always be given in a private location, and should only be shared between you and the relevant parties. It’s also important to consider the personality of the individual to whom you’re giving feedback. Does this person tend to be defensive? Are they a morning person? Taking these factors into consideration will ensure the feedback is


What exactly is specific feedback?

·         When feedback is specific it contains the three following pieces of information:




Anchors feedback in time, place, and circumstances and helps receiver remember and/or understand the context.

Observable actions that can be recorded (audio or video) and allows feedback receiver to know exactly what he or she did that had impact

Feelings and thoughts the feedback giver had, and how the feedback giver or others behaved as a result of the feedback receiver’s behavior.

·         Read more about the Situation-Behavior-Impact method of giving feedback in the power point below!


Self-Directed Learning Activities


Relevant Readings:

·         Providing Quality Feedback: A Good Practice Guide (PDF)

·         The Delicate Art of Giving Feedback (

·         Feedback that Works (

·         Mistakes in Giving Feedback (PDF)



·         Harvard Business Review. (2016). HBR Guide to Delivering Effective Feedback

·         Stone, D., & Heen, S. (2015). Thanks for the feedback: The science and art of receiving feedback well. Penguin.

·         Weitzel, S. R. (2008). Feedback That Works: How to Build and Deliver Your Message. Center for Creative leadership.



·         Giving Effective Feedback Using the SBI Model (link)

·         10 Common Mistakes in Giving Feedback (


Self Guided Training:


·         Effective Feedback Exercise (PDF)


Guided Learning Activities



·         Volunteer to mentor a new employee, during their training practice providing both positive and developmental feedback. On occasion, check in with your mentee and ask them about the effectiveness of your feedback. Is your feedback complete? Does it come at a good time?

·         Work with a trusted coworker or your supervisor to practice feedback messages using the SBI model. Write down some of your thoughts and then share them out loud. Get suggestions about your delivery.

·         Remember, you don’t need to be in a position of authority to give feedback. Practice using the SBI model to give feedback to your peers.

·         Feedback isn’t just for the workplace, you can practice giving effective feedback with family and in group activities outside of work.


Formal Training/Education


School and Course Module:

·         Casper College

o   COM/MGT 2130 - Human Relations: This course is designed to help students become successful in predicting, understanding, and influencing the outcome of their interactions with others by better understanding themselves. The course will involve readings, group activities, class discussions and short essays to explore and analyze theoretical concepts of human relations and their application from a personal, interpersonal, and organizational perspective.

·         Eastern Wyoming College

o   CO/M 1040 Introduction to Human Communication: This course focuses on the role of communication in current affairs, business, and personal relations. Practical application of theory to communication problems in everyday life.

o   MGT 1000 Introduction to Supervision: This course seeks to develop an understanding and appreciation of the basic concepts of supervision, to include planning, organizing, human resources management, directing, and controlling. Topics covered also include motivation, delegation, leadership, communications, team-building, total quality management, and discipline.

·         Laramie County Community College

o   MGT 1000 Introduction to Supervision: Students acquire techniques to improve or establish themselves as first-line supervisors. The student will understand and be able to apply basic management principles in solving problems encountered by first-line supervisors.

o   MGT 1500 Leadership Essentials: Students develop performance-based competencies and skills needed to prepare for leadership positions in today's workplace. Topics explored include leadership communication, conflict resolution, employee and self-development, change management, coaching, managing performance problems, and team building

·         Northwest College

o   CO/M 2015 - Leadership Skills: This course is designed to educate specified groups in effective leadership skills. Includes discussion and practice in teamwork, communication, critical thinking and problem solving, planning, conflict management, and social responsibility.


Law Enforcement Specific: