1. You need to get BIG (with Feedback) before
you can get BIGGER (with Coaching)
Feedback - BIG
Behavior ● Impact ● Growth
When you give someone feedback, you are identifying how you
perceive a behavior, and the effect this behavior has on you, your
employer, and the people around you.
Feedback tends to take two basic forms: positive (reinforcing)
and corrective feedback. Each is made up of three basic
elements: a sender, a message, and a receiver. The message
addresses a behavior the sender would like the receiver to either
change or continue. Note, that the receiver is then responsible
for determining what to do with this information.
Research suggests that feedback should always be solicited, or at
least that one should ask whether the receiver wants to hear
some feedback. Feedback should be ideally given and received
only when both the sender and receiver are ready—mentally,
emotionally, and physically. In Workday, positive feedback and
reinforcement can instantly be given using the Get and Give
Feedback tool. Feedback works most successfully when the
receiver can clearly hear the message.
However, situations are not always ideal; oftentimes corrective
feedback needs to be given whether or not the receiver wants to
hear it. The purpose of the information exchange is to help the
other person grow and to maintain or improve your relationship.
Giving corrective feedback simply because you are angry is not
really feedback—it is sounding off.
BEHAVIOR
Identify the behavior in question. “I have observed that…”, “It
has been observed that…”
Labels vs. Behaviors: A label is a judgment, while behaviors are
specific actionable observations.
It is important not to imply judgment or place a label on the
behavior you are describing. Often, when providing corrective
feedback, we find ourselves demanding or announcing what
we want, rather than describing what we have observed.
Sharing expectations or identifying standards should come
later in the Guide section of Coaching.
IMPACT
After identifying the behavior, communicate the impact that
the employee’s behavior has on the employer, other
employees, company, self, etc.
GROWTH
Describe how the desired behavior and/or performance will
benefit the person; the decision to change behavior rests
solely with the receiver.
Our People Philosophy is to Engage, Invest, and Inspire, with
our Mission to Engage, Entertain, and Inspire. We provide
opportunities, promote open communication and a safe
environment that fosters personal and professional growth,
while championing teamwork and diversity. In return, our
employees are expected to take an active role in their
professional development.
Feedback helps the employee decide if the effect of his or her
behavior is what he or she intended.
The choice to act on the feedback—or to ignore it—belongs
ultimately to the receiver, and can have positive or negative
effects.
Therefore, ensure that the employee knows and understands
the positive and/or negative consequences of undesired
behavior.
“If you continue to produce results like these, I will recommend
that you receive a promotion.”
“If you do not learn to use the new software, we will not be
able to continue to provide you with employment.”
Remember, you can’t demand that someone continue or
suspend a behavior. If you do, be prepared for resistance, or
permanent damage to your relationship. However, positive
reinforcement can improve the relationship, as well as
increase desired behavior.
Effective feedback should describe behavior and its
impact, rather than evaluate it. The evaluation
portion comes later during Coaching, with the help
of Leadership Growth Plans and Performance
Improvement Plans in Workday.

2. Coaching - bigGER
Guide ● Evaluate ● Reinforce
After/While providing Feedback using the BIG method, the next
step is to get bigGER…through Coaching. Coaching is the practice
of facilitating a solution-driven plan that enhances performance,
learning, and development, in order to deal with an issue or to
achieve a goal. Through the functionalities of Workday, this can be
accomplished with Leadership Growth Plans (to address positive
reinforcement) and Performance Improvement Plans (corrective).
When coaching is used as a consistent and regular aspect of
performance management along with feedback, it can positively
change behavior, and assist with goal achievement. In addition, it
can improve communication, understanding, productivity, and
work relationships.
As a coach, your focus is always to help the
employee understand what is expected of them,
how to successfully meet their goals and objectives,
and how (or whether) the employee’s work or
behaviors match your expectations.
GUIDE
Once the desired behavior/performance has been identified in the
Growth section of Feedback, it is further developed with either a
Leadership Growth Plan (LGP), which is employee-driven, and/or a
Performance Improvement Plan (PIP), which is manager-driven.
The Leadership Growth Plan (LGP) is part of MGM Resorts
International’s ongoing commitment to recognizing, coaching, and
investing in its employees’ current and future development
needs. LGPs are a key component of MGM Resorts
International’s Performance Management program, which is
devoted to improving organizational and individual
performance.
The LGP allows employees and their managers to engage
current skills, experiences and abilities for improvement and to
develop employees’ attributes needed for future career plans
and objectives. In contrast, a PIP is used to address and correct
areas of concern with a detailed action plan for improvement.
Both the LGP and PIP will allow for detailed descriptions of what
the employee is expected to do in order to enhance and/or
improve performance, with active participation from the
manager.
Expectations are clearly defined, along with what an employee
needs to do in order to meet those expectations, as well as how
effort will be tracked and measured to determine improvement
or progress towards the target.
The Leadership Growth Plans (positive) or Performance
Improvement (corrective) Plans should include:
▪ Goals/Objectives for the desired behavior/performance
▪ When the person should begin
▪ What the time frame for the action plan is
▪ What resources and assistance the employee needs
▪ What obstacles to implementing the change exist, and how to
overcome them
▪ How success will be measured
If teamwork and collaboration is encouraged by allowing the
person to participate in their path to success, there is a much
greater chance that the established Plan will work. This is
because people have a desire to contribute to their own goals
and achievements.
EVALUATE
During and after implementation of the Leadership Growth
Plan and/or Performance Improvement Plan, you will evaluate
the actions and measurements of success. Follow-up with
status checks, inspect what you expect, and provide positive
feedback if applicable. Tell them when they’re doing a good
job. Ask questions to check for understanding, discuss barriers,
gain support, etc.).
The manager’s involvement does not end with the one-on-one
coaching sessions. Observe and document the person’s
performance (specific, measureable, objective) with follow-up:
▪ Examine steps completed in the Leadership Growth
Plan/Performance Improvement Plan
▪ Review observations
▪ Provide support, recognition, and positive reinforcement
REINFORCE
The behavior is reinforced by ongoing observations and
feedback, as well as performance reviews. Desired behaviors
and/or performance will be positively reinforced through
multiple measures such as Workday’s Get and Give Feedback,
and positive performance reviews.
You need to get BIG (with Feedback) before
you can get BIGGER (with Coaching)