This consensus was achieved through numerous focus groups and committee meetings. The chart below illustrates the performance appraisal cycle that NAM developed. Although this is an amusing line, it's not funny that organizations all to often waste an opportunity of building on performance appraisals with on-going informal feedback. There are many excuses one hears on why most managers are not good at giving feedback to employees. I hear managers offer explanations on their poor feedback techniques that range from avoidance to overkill.
Constructive feedback is most effective with employees who have worked well in the past.
You should avoid appearing critical of an employee having difficulty learning a new skill. The job of manager is that of teacher, and the best teachers have patience. When giving constructive feedback, be specific about the behavior. Share your concerns as close in time to the behavior as possible. Accent the positive consequences for a change in behavior rather than emphasizing the negative consequences for not changing.