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Performance Management Feedback Models: Suggestions?


A colleague has asked for some advice on the availability of performance management feedback models such as BROFF (Behaviour, Reason, Outcome, Feelings, Future actions); and PEAR (Praise, Examples, Ask, and Reinforce); and CEDAR (Context, Examples, Diagnose, Ask and Review). I'd apprecaite it if you would share any of your favourite performance management feedback models.
Norrie Silvestro

6 Responses

  1. BOOST
    the one I most commonly use is BOOST –
    Keep it neutral, don’t make judgements or rely on subjective impressions· Give descriptive accounts of both positive and unhelpful behaviour
    use ‘I’ statements. Eg ‘When you did X, I experienced Y, that made me feel Z’·Use feedback to inform, not advise
    Focus on what you see not what you believe · Rely on facts not supposition and heresay· Do not attribute motive / intention
    Focus on behaviour not personality – what they said or did· Examples and impacts of behaviour are more useful than labels· Keep it simple
    Timely and two way·
    Take a close interest· Make opportunity for discussion

  2. STAR performers or not
    A wealth of acronyms….
    Personally I use the STAR/AR model the most as it provides an excellent and simple framework for giving specific feedback.
    ST – situation or task (what the person was doing, or should have been doing)
    A – action (what they did)
    R – result (the outcome)

    If the feedback is confirmatory, then a STAR on it’s own will do. If the feedback is meant to correct behaviours or actions that created the wrong results, then it is important to discuss and develop an AA/ AR which stand for Alternative Action and Alternative Result. Then the person has a chance to apply the learning to future situations.

    I have never used the ones you mention so cannot advise.

  3. AID
    I use the AID framework.
    A – Action (What the person did) I noticed you have been arriving late for work recently
    I – Impact (The impact of that action)The impact this has on the rest of the team is that they now feel as though they are able to arrive late also
    D – Do (what you would like that person to do now)What I would like you to do this next quarter is to try and arrive at work on time.

    AID can be used for both developmental and motivational.

  4. Keep it simple
    I’ve been using one very similar to Emma’s suggestion.
    S – Situation (context “remember that report you gave me yesterday)
    B – Behaviour (specific actions “you didn’t write an executive summary”
    I – Impact (+ve or -ve “the client didn’t bother to read it” or “it made the client look at the data properly”

    This would be followed by a coaching or reinforcing discussion.


  5. Performance Management Feedback Models: Suggestions?


    Hi everyone
    Any set of steps that guides the feedback giver is helpful and there are lots of good points in all these models. However, there are a few things worth including:
            diagnosing the cause (i.e. what the reason was for this behaviour) is really important, whether this is of good performance or under-performance
            keeping the emotional temperature of the discussion down means the feedback giver would avoid too much focus on how he/she feels (drawbacks with BOOST and BROFF)
            Moving the discussion forward into ‘what next’ (action and review) is an important direction for the conversation, otherwise the whole point of the discussion may be lost
    I developed and published CEDAR™ in 2003; in brief this is:
              Context: start the discussion by explaining the importance and impact of the feedback
              Examples: illustrate this with specifics
              Diagnosis: ask for their view of the situation. Jointly explore the reasons why it went well/not well
              Actions: ask the individual what actions he/she might take in the future. Do not give your own suggestions too early
              Review: set a date for review. Support.
    The first two steps of CEDAR are usually led by the feedback giver, the last three should mainly be led by the feedback receiver for ownership etc.
    Just to mention that I no longer use PEAR which I also developed in 2003 because it doesn’t have the ‘diagnosis’ step; helping people to explore what skills they are using well and why can be a revelation. I now use CEDAR™ for both recognition and under-performance.
    You are very welcome to use the CEDAR feedback model whenever this would be helpful, just with the following attribution ©Anna Wildman 2003 please.
    Hope it goes well!  Please do get in touch if I can help further.
  6. Hi Anna,

    Hi Anna,

    This is great and well done on CEDAR. Happy to credit you if we go with that model. I am introducing feedback into the NGO I am working with currently and we will be launching the feedback training on Monday. I was wondering if there were any good video clips to grab the attention that show the value of good feedback. I was thinking things like Blackadder etc (which I will now look up!).

    Are there other resources you could point us to? I.e. exercises, other media etc?

    Thanks very much in advance.



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