7 point checklist for Startup hiring

A 7 point checklist for hiring for your startup. This list should always complement the functional screening you have at your organization.

  1. Why are you hiring? – You must be sure why you need to hire right now for your business. While you ask yourself this question, make sure your answer to the question revolves around specific tasks that you need help with. For example, “I need someone to help establish a powerful social presence.” Or, “I need someone to help me put in place the necessary partnership required.” In doing so, you shift your focus for hiring for particular function or designation instead focus on potential candidates on their competency to help you achieve your why.
  2. Finalize your budget – It’s advisable to keep market standards as your budget when hiring for any role. But, if you’ve bootstrapped and still haven’t raised funds, there might be a chance of a more stringent hiring budget. This reduces your potential pool of candidates with the required expertise and experience, but don’t worry not all hope is lost. There are many talented candidates with immense potential looking for one opportunity to prove their worth whom you can target.
  3. Look for people who want to work with you, who feel confident about your abilities and who share your dream. Avoid people who want to work because you have a premium address, or because they feel they can learn by working with you (look for self-learners) or because you have got funded etc. These people will be there to share the pleasures but ditch at the first sign of pain.
  4. Look for people whose aspirations match yours. Aspirations are like shoes. Too big a shoe is loose and uncomfortable, too small, it pinches and is unwearable.
  5. People who can pull your venture & team forward rather than those who will drag you back. Avoid those, who need to be motivated to deliver. You don’t need people who will themselves become problems rather than solutions. Do they have the drive like you to make things work or will they get bogged down by the seemingly insurmountable everyday problems?
  6. Experience or Attitude?- Go for attitude. You can always teach skills as long as you have the right attitude and basic capabilities. Experience is a double-edged sword. Experienced professionals can get you off the block faster. At the same time, too much experience may block new ideas. They may end up doing the same things which they did in their previous jobs.
  7. Culture fit – what sort of organisation do you want to build? free-flowing & fun-loving, highly disciplined professional, fast-moving & flexible, process-driven & strict. If you are clear on this, make sure you evaluate every prospective employee for this. A culture misfit can give you more headaches than anything else and can be disruptive.

What are the things you keep in mind when hiring for your startup? Let us know.

Reference: Talentmoon blogs

Thanks for your support this year. Here’s to 2020

Hi Team,

What a year 2019 has been for SapienHR. Tough, rewarding and exciting! My warm wishes to all of you at this wonderful time of the year, when we can reflect on the blessings of the current year with gratitude and can look forward to the upcoming year with renewed hope and commitment.

At SapienHR, our team comes to work every day driven to solve our customers’ most difficult hiring challenges and create real value. The milestones we’ve achieved have only been possible through the talent and hard work of the team.

We expanded the company in 2019, establishing a core non-technical team, hiring new marketing personnel, acquiring new clients, registering our new entity and constructing a new office. Having started as a vision among just two of us, SapienHR now consists of close to 25 people.

I love the team we have built and am grateful to every single member for what they do. As a growth stage company, our business model and focus have changed over the course of the year and this has required an adaptable mentality. We have all learned to be flexible and listen to feedback – throwing the ways of the corporate world out of the window – doing everything we can to pivot our strategy when needed, at the same time as maintaining a steady hand for our clients. The long hours, dedication and ideas have not gone unnoticed!

In late 2019, we announced plans to rebuild our business with the aim to create a new organization to respond to the demands of the evolving environment. We are working to eliminate inefficiencies and adopt a better structure and process. This involves streamlining our business functions, focusing mainly on digital technology hiring.

As part of the Kudroli Group, we are also constantly questioning in which sectors to strengthen our presence and in which to apply our expertise to develop future core businesses. We are fully committed to creating the optimum business portfolio at any given time.

We had a great start to 2019, but we are going to end the year with our feet on the ground, and the foundations in place to really focus on clients, revenue and profitability in 2020. Thank you again for choosing to be part of this journey with us. We look forward to working together for an even brighter future.

Ravi Krishnan
CEO, SapienHR Analytics

Candidate Experience Mapping for Recruiters

Building an Emotional Connection with your Candidates

In his book, Descartes’ Error, Antonio Damasio, professor of neuroscience at the University of Southern California, argues that emotion is a necessary ingredient to almost all decisions. When we are confronted with a decision, emotions from previous, related experiences affix values to the options we are considering. These emotions create preferences, which lead to our decision.

Being a recruiter is not only using Boolean searches, contacting candidates, and speaking with hiring managers; it’s also about relationships with all parties. And our offline and online relationships are full of emotions, and that’s why it is essential to understand your audience at your network.

Candidates go through a range of emotions from excited to being anxious to feeling curious to feeling sceptical or satisfied. The way a recruiter engages with candidates during the different stages of the hiring funnel can often make or break an offer.

Emphasizing Empathy for a Successful Candidate Experience

So how does empathy find its way into the process? When recruiters have that ability to understand and share in the feelings of their potential candidates, it allows them to craft their messages and actions towards them, including them in the process rather than leaving them out on an island.

Candidate Journeys help recruiters understand what a candidate is going through at each stage of the hiring process. On the other hand, candidate experience designs what recruiters want candidates to feel. Candidate experience is essentially the solution to all the potential challenges in a candidate journey.

Candidate Journey

Is Your Resume Scan-Friendly?

75% of online job applicants are rejected by the employer’s Applicant Tracking System (ATS)! 

Applicant Tracking Systems (ATS) have revolutionized the hiring process.  Because they can check for person-job fit much more quickly than a human scan, ATSs are used by over 90% of large companies and 50% of mid-sized companies.

So, just about any time you apply online for a job, your resume will be scanned by the company’s ATS before it is even seen by a human being.  This makes passing the ATS resume screen one of the biggest obstacles that you will face in your job search because:

  • An ATS doesn’t “read” your resume in the same way that a human does — instead of reading left to right, ATS scans resumes up and down.
  • Plus an ATS removes all formatting in your resume — since an ATS uses OCR (optical character recognition) to scan resumes, it becomes very “confused” by unusual formats — or even font styles!
  • Plus an ATS is programmed to search for keywords that are relevant to the job for which you are applying — many are not able to “figure out” that an MBA is the same thing as a Master of Business Administration…or a Masters in Business Administration…or even an M.B.A.
  • Plus an ATS “sorts” all the information on your resume into predetermined categories — if it is “confused” by your formatting, it assumes that the information is missing in that category.
  • Plus an ATS scores your resume – and only the highest scored resumes move forward.

Even though most job candidates hate ATS, a growing majority of employers will continue to use ATS to help their recruiters and hiring managers sort through the huge number of online applications for a single job.

The following is a quick checklist of tips for creating a scannable resume:

  1. DON’T upload a pdf of your resume when applying online.  ATS interpret a pdf as a picture — so it can’t sort your information (aka “the words”) into the predetermined categories.
    INSTEAD upload your resume as a text (.txt) file — it’s not pretty, but not only is it much easier for the ATS to scan and interpret, the system will automatically convert your uploaded document into a .txt file for scanning.  (You can always bring your “pretty” version of the resume to the job interview OR email it to your contact within the company.)
  2. DON’T use borders or horizontal lines that go across the page.  This only confuses the ATS — and a confused ATS will automatically reject your resume.
    INSTEAD use dashes (–) OR equal signs (==), if you must have a horizontal line — this is particularly helpful before and after subheadings.
  3. DON’T add your picture or format your resume by using graphics or tables — the ATS can’t read them!
    INSTEAD provide your LinkedIn address if you want to provide a picture – but most employers will Google you before inviting you to an interview.
  4. DON’T worry about the length of your resume — it should be as long as you need to tell your story.
    INSTEAD focus on the content and keywords in your resume, rather than the length.
  5. DON’T use hanging paragraphs so that the most important information is indented from the left side.
    INSTEAD bring all your information to the left margin and use 1″ margins — ATS can generally read only 60 characters in a line (a very small amount), so the rest will be ignored.  Again, this might not be “pretty” to human eyes, but it helps the ATS correctly read, categorize, and score your resume.
  6. DON’T use “fancy,” unusual, or script fonts (e.g., Comic, Chiller, Brush Script, Freestyle Script).  This also confuses the ATS — and it will reject your resume.
    INSTEAD use “classic” or standard fonts, such as Arial, Times, Tahoma, or Calibri (the default font in MS-Word).  Quick note:  some ATS can’t “read” a serif font (that is, a font that has a little line at the edge of a letter), so it’s best to use sans serif fonts such as Arial or Calibri.  HINT:  This page is in a serif font.
  7. DON’T use small fonts in order to “fit” more information on a page — remember that the ATS doesn’t calculate page length.
    INSTEAD be sure that your font is at least 10 or 11 point.  It’s easier to read and reduces the probability that important achievements falling at the end of a line won’t be overlooked by the ATS.
  8. DON’T be creative with your wording.  ATS scan resumes for specific key words that the employer has programmed into it — and it can usually not “read” variations of a word.
    INSTEAD use key words that are identical to those found in the job description.  ATS often don’t know that “successful” is a derivative of “success” — so if the ATS is programmed to search for “success,” it will not count and give you points if you use the word “successful.”  (I know, it’s a pain!)
  9. DON’T try to outsmart the system by using “white font gimmicks”— in other words, adding key words in a white font in the borders of your resume.  The logic is that even though a human can’t see the words, the ATS can — but most ATS are too sophisticated to be “tricked” by this ploy.
    INSTEAD use key words throughout your resume to provide context.  Not only will the ATS pick up and count these key words to give you points, but it will also contextualize the key words by showing that you’ve actually used these skills in other jobs over time — which leads to a higher score for your resume.
  10. DON’T use acronyms even if they are well known in your industry.
    INSTEAD add the full spelled out name that the acronym represents; in other words, format it like this:  Certified Public Accountant (CPA).
  11. DON’T use specialized names for section headings — once again, this can confuse the ATS and it will determine that these sections are missing from your resume.
    INSTEAD use standard section headings only.  Use “Work Experience” not “Professional Credentials.”  Use “Education” not “Academic Background.”  Hint:  Don’t combine two categories within one heading, such as “Training and Credentials” — use each as a separate section.
  12. DON’T be surprised if only the first page of your resume is scanned — employers may program the ATS in order to save time and scan more resumes.
    INSTEAD front-load your resume with relevant key words and experience –while not all ATS will scan just the first page, it’s a good idea not only to raise your ATS ranking but also pass the quick skim that a human will eventually give your resume.

Remember!  A “confused” ATS will default to eliminating your resume from consideration.  By following these rules, your resume will be more likely to pass the first hurdle in finding a new employer.  GOOD LUCK!

Taken from Dr. Geri Puleo’s blog “A New Way to Work”

Grow your Employer Brand From the Inside

Planning, developing and implementing Employer Branding strategy is not an easy task. Here, we have defined 5 steps to follow when implementing your Employer Branding strategy.

Employer Branding is a key component of every successful Talent Acquisition strategy. Having clearly defined Employer Brand can help you find the right job candidates, attract, engage and hire them.

In this world of “War for Talent”, well-planned Employer Branding strategy can be a huge competitive advantage that sets you apart from their competitors.

5 steps for implementing a successful Employer Branding strategy

Step 1: Define your Employer Branding goals

Think about what do you want to achieve with your Employer Branding strategy. Some of the common Employer Branding goals include:

  • Get more job applicants
  • Get more high-quality candidates
  • Increase online engagement
  • Increase candidate engagement
  • Increase Employer Brand awareness
  • Build trust with current candidates
  • Get more career site visitors
  • Get more applicant from social media
  • Increase referral rates
  • Increase offer-acceptance rate

Step 2: Identify your Candidate Persona

Defining your candidate persona is a crucial step here. Without knowing who your perfect candidate is, you won’t be able to send targeted messages to the candidates that you want to attract.

Here is a cheat sheet for defining a candidate persona!

Step 3: Define your Employee Value Proposition

Do you know why your current have chosen you? Do you know why do they stay? Do you know what do they like most about you as an employer? These are all the questions you need to answer in order to set up a successful Employer Branding strategy. Answers to these questions best explain your Employee Value Proposition. Your EVP is the message you will target your candidate persona with.

These are the main 5 blocks of every employee value proposition:

Compensation: Salary Satisfaction, Compensation System Satisfaction, Raises and Promotions, Timeliness, Fairness, Evaluation System

Benefits: Time Off, Holidays, Insurance, Satisfaction with the System, Education, Flexibility, Family

Career: Ability and Chance to Progress and Develop, Stability, Trainings at Work, Career Development, Evaluation and Feedback

Work Environment: Recognition, Autonomy, Personal Achievements, Work-Life Balance, Challenges, Understanding of One’s Roles and Responsibilities

Culture: Understanding of Firm’s Goals and Plans, Colleagues, Leaders and Managers, Support, Collaboration and Team Spirit, Trust, Social Responsibility

Step 4: Define the channels to promote your Employer Brand

There are around 5 major touchpoints with candidates before they get hires. They are points of, thus called, candidate journey. Many of these touchpoints are also channels for promoting your Employer Brand.

Methods and Channels for promoting Employer Brand:

Social Networks, Career Site, Current Employees, Candidate Relationship Management, Candidate Interview Experience

Step 5: Measure your Employer Branding success

Based on the goals that you set up in the first step, you should measure the success of your Employer Branding strategy. Data-driven recruiting, however, is impossible without the right recruiting tools! Today, there are many HR tech solutions that help companies excel their Employer Branding strategies

Pros and Cons of Working for a Startup Company

Salary and benefits, job security, and work-life balance are top of the list for most job seekers. Career growth and strong leadership matter too. Generational trends reveal different priorities. Career performance is paramount for Gen X workers. Company culture, growth potential, and work-life balance are important for Millennials/Gen Y. They also thrive at startups.

If you’re entering the job market or making a career change, the startup field can be intimidating, even foreign. Here’s why you may or may not want to work for them.

The Good

It’s a unique experience: It’s not always gaming rooms and skateboarding in the hallways, but startups know how to pull off a favourable work environment. Creativity and innovation grow the business, so a stimulating workspace is crucial.

You learn a lot: Startups place loads of responsibility for their employees. They’ll hire you because of your skills, but founders expect much more. You help with everything at a startup. Often, it’s work outside your job description, so opportunities for learning and growth abound. Founders and employees work together; there’s no middle management, so you learn from the best.

Employees work without supervision: They make smart decisions and take responsibility for the consequences. The chance to steer progress motivates them to perform well.

You can innovate: Startups need to grow fast. If they can’t keep up in the fast lane, they’ll crash out. Employees have the license to show off their brilliance. They deliver results with fresh designs and new concepts that capture consumer interest.

There’s pressure to break new ground, but dynamic energy drives progress at startups. Pride in growing the company and sharing in its ups and downs creates a tight-knit team.

The perks: Money isn’t one, but plenty of other perks keep employees happy:

  • flexible working hours
  • working from home
  • shorter work weeks
  • a casual atmosphere
  • gym and other health facilities
  • employee discounts and free services
  • free food (and sometimes drinks!)
Job satisfaction: Employees share in the birth, growth, and success of the company. That’s why it’s an attractive career path for this generation. They want to belong to something special. When the company does well, they can be proud of their contributions.

The Not-So-Good

The workload is heavy: Expect to work long hours, with few holidays and vacations. Startups must capitalize on trends quickly, and early growth is vital. Employees work around the clock to make this happen, so stress and burnout are possible.

Job stability/security: You’ll love your job, but you may not keep it long. Research suggests that over 90% of startups fail within their first three years! Tech startups, in particular, face the threat of technological advancements and new inventions wiping out their business.

Startup founders have a brilliant idea and secure enough seed money to start a venture. But that doesn’t make them experienced leaders. A lack of strong mentors affects job stability.

You don’t earn much: Investors don’t dangle a huge salary in front of aspiring entrepreneurs. They pump funds into operating costs, product development, and growing a customer base. In most cases, salaries are lower with startups than with traditional companies.

What social life?: You might have fun at the office, but you work hard too. Employees work under extreme pressure to avoid losses, so don’t count on having much of social life. Work-life balance is tough, and exhaustive hours at the office can take a toll.

Startups fight to survive even when they reach great heights and are more established. Technology changes fast, competition is fierce, and small missteps can have big repercussions. That’s why many startups struggle after going public.

Ask questions in an interview that clarify expectations. You can find a job with a startup through SapienHR. Call us for a free consultation.

Original Source: Thebalancecareers

Persistence Pays Off

Recruitment can get a bad rep, but it also has many redeeming qualities that keep someone there. You work with so many exciting organizations to find amazing talent and would also be helping people to find jobs — so why would you ever get a bad rep, since you’re doing an amazing work!  You will have many memorable stories involving people who have been struggling with their job search, or companies that desperately need someone quickly. That’s where you guys come in.

Of course, there is always room for improvement

How can you ensure that you get the right candidates answering you? You need to be persistent. You need to push back. But there’s a fine line between being tough in defense of what’s right and being too harsh, which is something you’d struggle with constantly. Finding the line between helpful and pushy is the key to success; you need to know when to push candidates to take risks and when to back down. In order to do this, you need to truly know your candidates — and your clients.

You will sometime find it difficult to be persistent with people and will find a way to get over that feeling, but still question, how many times are you allowed to reach out to someone? Some ways that you could overcome these concerns are by doing extensive research on each person’s background to ensure you’re bringing something valuable to the table. You should also realize that in those 10 + calls a day from different recruiters, you have done the best job finding something relevant and appealing to them. You have taken the time to research their backgrounds, interests, and projects they have done. In the end, they appreciate your call (even if they are not looking!) and that’s how you build a relationship. While it’s not an easy job, it is rewarding. As said, why would you ever get a bad rep, you’re doing amazing work!

So how many times IS too many to follow up? If you can connect with someone, being persistent is easy. You consistently follow up with people 4–5 times, in an effort to make that connection. Persistence, not pushy. There is a fine, but very important, line between the two.

Being in recruitment, being persistent, following up, and pushing back is a vital part of being a good salesperson — as long as you’re doing it in the right way.

Qualities that Make a Great Recruiter

You are already a recruiter but would like to know if you meet all the requirements to be a great Recruiter?
Here are a handful of the top qualities that make a great recruiter.


The recruitment industry is particularly competitive and target-driven, therefore, it is essential that the recruiter can handle pressure very well, is target-oriented, ambitious and hungry for results. If you are not a target driven person you should seriously reconsider whether this is the right job for you.

Marketing Skills

Knowing how to market and promote your services, expertise and knowledge effectively to clients and candidates is of utmost importance. If you have lots of candidates in your database but are not able to convince a company to hire any of them you will not close any deals. Your convincing, negotiation and selling skills are therefore crucial. No clients, no business – as simple as that.

Listening Skills

For a recruitment consultant, it is important to be a great listener. Only if you listen carefully and thoroughly to both, the job seeker and the client, you will be able to understand what their needs are. The more you listen to them, the more you will find out. The more you ask them, the more you will know. So, the better you know what the client and jobseeker are looking for, the easier it will be to find the perfect match. This will allow you to make better decisions and find the perfect match over and over again.

Communication Skills

Working in the “human resource” business requires from a recruiter to be a great communicator, no matter whether on the phone or via email. If things don’t turn out positively for a job seeker than being straightforward is not always the right strategy in this case. You can’t tell a job seeker “Your background and experiences don’t match our needs right now” or “You are a great candidate but unfortunately you just came at the wrong time.” There are situations in which a recruiter needs to prove that s/he is tactful, considerate and gracious in order to maintain a good corporate as well as personal reputation.

Multitasking Skills

Since you deal with companies and candidates on a daily basis you will need to juggle multiple projects and tasks simultaneously. Keeping in mind the details of various jobs, companies and candidates is important in order to work efficiently as well as effectively.

Relationship Building Skills

A recruiter works in the “people business” and deals with a variety of different people on a daily basis. This person has to be a good connector, who loves to connect with new people and knows how to use every opportunity to network and to turn it into business results. Having great relationship building skills with all people involved in the process is therefore crucial. It will allow you to build trust and attract clients as well as jobseekers more easily. Once you gained their trust and they notice that you work professionally, effectively and reliably, they will come back again and again without looking any further. It will also save you time because you can focus on your existing clients rather than having to chase constantly new ones. Also, don’t underestimate the good relationship you have built with your job seekers. If they are happy with the job you were able to find for them, they will recommend you to their friends and family too, should they ever need a job in the future.

Time Management Skills

Having great time management skills is essential because certain positions need to be filled urgently and getting your priorities right is paramount.

Problem Solving Skills

You need to be a good problem solver because you might face situations which you never thought would come along the way. For example, people not turning up to their interviews, companies telling you that they already found another candidate, not finding any candidates for a certain position for a long time, etc.

Paying Attention to Detail

Remember that none of the parties involved has to work with you as a recruiter. They should want to work with you because you make the process easier, faster, and more successful. This is only true if you take a detail-oriented approach to providing quality service.


You need to be confident not just about yourself but also about the services you offer to your clients as well as job seekers.


Sometimes you will need to be very flexible and patient because candidates or clients might want to reschedule their interview dates at the last minute.


Companies and job seekers don’t just rely on one source for filling their positions or finding a job but multiple sources. Who acts quickly will, therefore, win in the end. The worst that can happen is that at the last minute a company might tell you that they already found a candidate or the candidate already found a job in another organisation. Thus, it’s not the size that nowadays matters but speed.


If you want to be perceived as a trustworthy professional you need to be reliable when it comes to punctuality, offering the services you promised within a certain timeframe etc. If you can’t keep up with small things nobody will trust you and offer you bigger challenges in the future.


Some great recruiters are born, but others can be made—and we all have opportunities for improvement. If you focus on these thirteen skills, you’ll continue to move up in your recruiting career.

Daily Planner for Recruitment Consultants

About 95% of the recruiters miss one of the most fundamental elements of correctly attacking their desks in this environment. They are not properly planning their work. So whether you’re new to recruitment or a veteran recruiter, let’s talk about your recruiter daily planner for a minute. Below is a recruiter daily planning template that recruiters MUST do for proper daily planning:

  1. Plan each segment the night before: It is highly recommended to plan for 15-30 mins, the night before on what the action plan should be for the next day.
  2. Note down your plan: Have a physical plan in front of you so you can cross things off.
  3. Perform the closest activity to a placement first: What could be simpler than this? When planning your day simply prioritize what’s closest to revenue.
  4. Have your list together before you call: There is no way you will get these calls made if you’re taking the approach of “Dial the phone, then think about who to call next, then dial the phone, then think about who to call next, etc.”  You will never get the right number of calls made if you don’t pre-plan these calls.
  5. Force your number of daily OUTBOUND calls: You have zero chance of talking to the right people and the right number of people if those people don’t know you want to talk with them.  You absolutely can’t be waiting; you’ve got to be driving.  So you have to set a goal for outbound dials each day and then hit that goal!  The goal should be no less than 75 calls in this market environment.
  6. Ask yourself, “What’s the fastest way to a sendout (interview)?” In real estate, there are three things you must keep in mind when buying a home: location, location, location. In recruiting, there are three things that lead to placements: sendouts, sendouts, and sendouts. Sendouts lead to placements and placements lead to money. A strong minimum is five first time sendouts per week. Why five? The average new recruiter’s sendout out to placement ratio is 10:1. With five sendouts per week, the law of averages says that will translate into two placements per month.  If the quality is great – it may lead to three, if the quality is poor, however – it may just be one.
  7. Work in segments (co-ordination segment, sourcing segment etc.): This is something that all recruiters know but few consistently execute. It’s a hallmark of high production.
  8. Do not take incoming calls during a calling segment: This takes discipline but will produce big results for you. Return calls after you finish your sourcing/calling segment.

Start with this simple template, and you’ll start to notice results within the first couple of weeks.  Don’t let things happen . . . make things happen!

Constructive FeedBack for Fostering Employee Trust And Growth

As part of a good performance management system, it’s a manager’s job to give feedback—both positive and negative—to their employees thus telling them they’ve produced a great work or given less than their best effort.

Constructive feedback should be information-specific, issue-focused, and based on observations.

The Purpose

The purpose of giving feedback should be to begin a dialogue so both parties come to greater shared understanding, where, as a starting point you communicate a) your understanding/interpretation of a situation or circumstances, b) your expectations, and finally c) your appreciation (if appropriate). The purpose of giving feedback to someone is not to change them. That’s not something you can do as a manager or peer; only the person themselves can initiate change.

Tips for giving effective feedback

Remember that you are not the master of the universe. Before giving someone feedback, check to make sure that your expectations are reasonable and not limited by your ego.

Give the feedback person-to-person. Give your feedback directly to the person it applies to, not to their peers, your coworkers, your managers and not through messengers of technology.

Be direct when delivering your message. Get to the point and avoid beating around the bush.

Be specific and give examples. Make sure you tell the person what your expectations are, what you appreciate, or what your understanding/ interpretation of a situation or circumstances is. Using similes and metaphors can be helpful, but you need to make sure you have a shared understanding of what they mean and of their value.

Avoid “need to” phrases. “Need to”send implied messages that something that didn’t go well. It implies that the person did not do something well with his or her reports, but it doesn’t report exactly what happened. Providing clarity on what occurred is the aim of feedback.

Choosing the right moment and frequency. When do you give an employee feedback for a performance effort worth acknowledging? The answer is ASAP. Feedback is meant to be given in real-time, as close as possible to when the performance incident occurs so that the events are fresh in everyone’s minds. And on the frequency front, use constructive feedback regularly to acknowledge real performance.

Be sure to keep notes on the performance feedback that you give. It helps you track what’s happening in people’s performance rather than relying on your memory.