You will hear five short recordings. Five people are giving advice on how to give feedback to employees. For each recording,

Thirteen
Basically the point of giving feedback is to motivate your staff to perform as well as they can in future. Nothing is a better motivator than telling someone that they are doing a wonderful job. I do not believe it could ever be the wrong time or place to draw attention to someone’s plus points. So use your regular feedback sessions in this way to encourage your staff and make them feel good about themselves and their value to your company.
[pause]
Fourteen
When I started organising feedback sessions for my staff, I made the mistake of not letting them have their say. Although I’d criticise their performance tactfully, and I knew I had to do so immediately and in an appropriate place, I’ve now learned that it’s sensible to allow them time to reflect - you can then agree to meet again at a later date if necessary. That means you’ve both had time to consider the implications of what’s been said.
[pause]
Fifteen
Most employees feel they don’t get enough feedback. On the rare occasions they do get it, it’s either too superficial or it’s because some kind of problem has arisen, and so it comes across as negative. The key to giving effective feedback is to allow a time for it each month, so that it becomes a matter of course, just part of the work routine. Then staff won’t get nervous about it, and it’ll be more positive.
[pause]
Sixteen
When a member of staff has made a serious mistake and you have no choice but to respond with serious negative feedback, then the best thing is to concentrate on what happened as a result of the criticised performance. That way your criticism will come across as reasoned and cannot be later dismissed by the employee as just your own unfair personal opinion. Don’t just say that the work done was not satisfactory, but point out what effects it had.
[pause]
Seventeen
Sometimes when I was on the receiving end, I’d come out of feedback sessions with my boss wondering what on earth he’d been talking about. As a result, I always open sessions with my employee by saying something like ’I wanted to talk to you about the report you wrote yesterday’. I do this even when I’m responding on the spot to something that has just happened. It means we’re both starting from the same point.