I would suggest…
Chances are as you read this list, you identified yourself in some of the statements and identified someone you know who is in the other list. Hopefully, this made you think about how personal style can be as different as cultural style. The big idea here is when you are giving and receiving feedback, it can be helpful to try to identify their communication style and adjust accordingly.
As you already know, whenever you critique someone’s work, there is a potential to hurt their feelings. There are many factors that influence whether the feedback is helpful or hurtful. In communication, we use the term “face” to mean the sense of self a person projects. People can “take face” by creating a situation where someone looks bad to others or people can “lose face” by doing something that diminishes them in the eyes of others. Optimally, we want people to feel like they “gain-face” and feel encouraged. The way that you give feedback as well as the person’s natural tendencies will influence how “face” is affected.
When giving feedback, you should think about how your feedback takes or gives face. You also need to consider what is at stake for the other person. Is this a small speech assignment or is it a career-defining presentation? In addition, critiquing someone privately vs critiquing someone in front of their boss will have different “face” outcomes.
How much you are willing to “take face” from someone may depend on the importance of the feedback. You will likely want to provide more suggestions for someone who is doing a career speech to get their dream job vs that same person doing a college speech worth minimal points. You will likely be more invested in helping a friend polish a speech to make it just right as opposed to someone you barely know.
Finally, the other thing influencing feedback is the power difference between people. You will likely give feedback differently to your little sister than you would to your boss. The status of the individuals and how important power is to them will impact how “face” is taken and given. For example, a high-power country like China would consider an open critique of a teacher, boss, or elder a huge insult, whereas someone from a low-power country, would be less offended. In any situation, you will be negotiating power, context, and the need to save face.
Taking all these factors into account, Brown and Levinson created Politeness Theory as a way to explain the different ways we give feedback to save face.
Bald on Record: This type of feedback is very direct without concern for the person’s esteem face. This type of feedback is usually given if there is a small fix the speaker would feel strongly about.
Examples of bald on record feedback:
Positive Politeness: In this type of feedback, you would build up the face or esteem of the other person. You would make them feel good before you make any suggestions. (It looks a lot like the sandwich method, hunh?)
Examples of positive politeness feedback:
Negative Politeness: The name of this type of feedback is a little misleading. It doesn’t mean you are negative. It means you acknowledge that getting feedback may make them feel negative. You would say things that acknowledge their discomfort. You might minimize the criticism so it doesn’t make them feel bad or find other ways to soften the blow of criticism.
Examples of negative politeness feedback:
Off Record: When you give feedback that is off the record, you are hinting vaguely that they should make a change.
Examples of off the record feedback.
Avoidance: Some people are afraid of giving feedback so they will avoid the situation altogether.
Perform the three r’s.
From Westside Toastmasters
When you are listening to someone speak, you are giving constant nonverbal feedback. Are you leaning forward listening intently or are you leaned back picking at your fingernails? The way you listen lets the speaker know that you value them and what they are saying. It can be reassuring to the speaker to have people who are in the audience smiling and nodding.
Try this little experiment: If you have a speaker who is average or boring, lean in and listen intently. Don’t be insincere and cheesy, but rather try to be an earnest listener. You will find that when the speaker notices you paying attention, they will usually become less monotone and more engaging. The speaker affects the audience, and the audience affects the speaker.
Appoint someone to be your speech buddy who will give you signals and alert you during your speech, for example: to speak louder or to check your microphone. If you know that you tend to pace, lean on the podium, or say um’s, have them give you the signal.
Courage is what it takes to stand up and speak. Courage is also what it takes to sit down and listen. Winston Churchill Former Prime Ministre of the United Kingdom
Remember This!
Except where otherwise noted, this chapter is adapted from “Giving and Receiving Feedback: It is Harder Than You Think ” In Advanced Public Speaking by Lynn Meade, licensed under CC BY 4.0 .
Brown, P., & Levinson, S. (1978). Universals in Language Usage: Politeness Phenomena. In E. Goody (Ed.), Questions and Politeness: Strategies in Social Interaction (pp. 56-310). Cambridge University Press.
Churchhill Central: Life and words of Sir Winston Churchill. https://www.churchillcentral.com/
Gonzales, M. (2017). How to get feedback on speeches. Global Public Speaking. https://www.globalpublicspeaking.com/get-feedback-speeches/
King, P. E., & Young, M. J. (2002). An information processing perspective on the efficacy of instructional feedback. American Communication Journal, 5 http://ac-journal.org/journal/vol5/iss2/articles/feedback.htm
King, P. E., Young, M. J., & Behnke, R. R. (2000). Public speaking performance improvement as a function of information processing in immediate and delayed feedback interventions. Communication Education, 49, 365–374. https://doi.org/10.1080/03634520009379224
Mehra, A., Kilduff, M. & Brass, D.J. (2001). The social networks of high and low self-monitors Implications for workplace performance. Administrative Science Quarterly, 46 (1), 121-146. https://doi.org/10.2307/2667127
Meyer, E. (2014). The culture map: Breaking through the invisible boundaries of global business. Public Affairs. https://erinmeyer.com/books/the-culture-map/
Meyer, E. (2014). How to say “This is Crap” in different cultures. Harvard Business Review. https://hbr.org/2014/02/how-to-say-this-is-crap-in-different-cultures
Reagle, J.M. & Reagle, J.M. (2015). Reading the comments: Likers, haters, and manipulators at the bottom of the web . MIT Press. https://readingthecomments.mitpress.mit.edu/
Ripmeester, N. Rottier, B., & Bush, A. (2010). Separated by a common translation? How the Brits and the Dutch communicate. Pediatric Pulmonology. 46( 4). 409-411. https://doi.org/10.1002/ppul.21380
Ripmeester, N. (2015). We all speak English, don’t we? https://www.linkedin.com/pulse/we-all-speak-english-dont-nannette-ripmeester/
Smith, C.D. & King, P.E. (2007). Student feedback sensitivity and the efficacy of feedback interventions in public speaking performance improvement. Communication Education 53 (3). https://doi.org/10.1080/0363452042000265152
Snyder, M. (1974). Self-monitoring of expressive behavior. Journal of Personality and Social Psychology. 30 (4), 526-537. http://www.communicationcache.com/uploads/1/0/8/8/10887248/self-monitoring_of_expressive_behavior.pdf
Toastmasters International. (2017). Giving effective feedback. https://www.toastmasters.org/resources/giving-effective-feedback
Dynamic Presentations Copyright © 2022 by Amanda Quibell is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License , except where otherwise noted.
by Emre Ok March 31, 2023, 2:46 pm updated May 13, 2024, 8:08 pm 31.4k Views
There is a common misconception that positive feedback is worthless and one should only concern themselves with the negative feedback one receives. Well, the positive feedback examples we have in this list today would like to disagree with that statement.
While there is an argument to be made, about positive feedback examples can quickly turn into echo chambers that bring with them a dangerous sense of “Yes-Man-ism”, positive feedback examples are also one of the best employee recognition methods out there today!
So… “What are examples of positive feedback to staff?” you ask? We have the answer! The 30 positive feedback examples listed below are all designed to help you give your team the best possible positive feedback!
Whether you’re looking for some positive feedback examples for peers or your direct reports , we have something for you in this blog post. Let’s dive into the world of professional positive feedback examples!
How you deliver your feedback is just as important as the content of your feedback. One of the best ways to make sure your feedback counts is to set particular feedback standards through feedback templates .
It is even better if you have those templates fully integrated into your central communication and collaboration platform. For Microsoft Teams, this is where Teamflect comes in.
As the best free feedback software for Microsoft Teams, it lets users exchange feedback through customizable and comprehensive feedback templates that they can access even through Teams chat. You can try Teamflect’s feedback features for free, without needing to sign-up by clicking the button below!
Table of Contents
1. exceptional work.
Acknowledging a colleague’s exceptional work can motivate them to continue to produce high-quality work and inspire others to strive for excellence as well. It shows that their efforts are valued and recognized, which can boost their morale and confidence.
“Your work on that project was exceptional! You went above and beyond what was expected of you, and your attention to detail really paid off. Your hard work made a real difference, and I’m grateful to have you on our team.”
Presenting to an audience can be nerve-wracking, so when a colleague does an exceptional job, it’s important to acknowledge their effort. Giving some positive presentation feedback examples can help them feel more confident and motivate them to keep improving their presentation skills if you acknowledge their capacity to keep the audience interested.
“I just wanted to let you know that your presentation was amazing! You did a fantastic job of keeping the audience engaged, and your passion for the topic really shone through. You have a real talent for presenting, and I can’t wait to see what you come up with next.”
Handling difficult situations with grace and professionalism is a valuable skill that not everyone possesses. By praising a coworker for maintaining composure under pressure, you can let them know their efforts are seen and encourage others to follow in their footsteps.
“I’m so impressed by your ability to handle difficult situations with grace and professionalism. You really saved the day with that client, and your dedication to finding a solution was inspiring. Your calm and collected approach is something we can all learn from.”
Practicing employee praise when a colleague has produced excellent work can increase their drive and self-esteem, and it can encourage others to adopt their strategy. Simply put, if an employee is being praised and rewarded for a particular behavior, they are more likely to repeat it and outstanding work is something we all would want more of.
“Your work on this project has been outstanding! You’ve put in so much time and effort, and it really shows in the final product. Your creativity and expertise are invaluable to our team, and we’re lucky to have you.”
It is a sad fact that toxic concepts such as hustle culture have created a sense of unhealthy competitiveness in many a workplace. A teammate that is willing to go out of their way to help others fosters an incredibly positive atmosphere in the workplace. One that requires you to give said employee kudos!
“I just wanted to say thank you for always being willing to lend a helping hand. Your generosity and kindness have not gone unnoticed, and your positive attitude is contagious. You make our workplace a better place to be.”
When you take the time to recognize a colleague’s ability to come up with innovative solutions to problems, you not only make them feel appreciated and valued, but you also inspire them to keep honing their skills. This kind of acknowledgment is crucial for employee morale and productivity, as it demonstrates that their hard work and ingenuity are being recognized and rewarded.
“You have a real knack for problem-solving. Your ability to think outside the box and come up with creative solutions is impressive. You’ve saved us time and again with your ingenuity, and I’m grateful for your contributions to the team.”
Fostering a culture of leadership and mentorship, we create a supportive environment where individuals feel empowered to take on new challenges and grow in their roles. Recognizing and celebrating leadership skills sends a message that leadership is valued and encouraged within the organization. This in turn leads to a more collaborative and innovative team dynamic, where individuals are motivated to share their ideas and work together towards greater success.
“Your leadership skills are truly exceptional. You have a way of motivating and inspiring others that is rare, and your commitment to our team’s success is evident in everything you do. We’re lucky to have you at the helm.”
Giving credit where it’s due is a fundamental aspect of building a successful and thriving team. When we acknowledge our colleagues’ knowledge and experience, we not only boost their confidence and motivation but also inspire them to keep sharing their valuable insights and expertise with others.
“I just wanted to let you know how much I appreciate your expertise. Your knowledge and experience have been invaluable to me, and I’m grateful for your willingness to share your wisdom. You’re a real asset to our team.”
A colleague’s ability to maintain a positive attitude can motivate them to continue to inspire others and can encourage others to approach challenges with a positive outlook. As a result, the work environment can become more positive and supportive. When you praise someone for having a positive outlook on their workday, you give them further incentive to stay positive!
“Your positive attitude is infectious! You have a way of lifting everyone’s spirits and making even the toughest days a little brighter. Your enthusiasm for your work is inspiring, and I’m lucky to work alongside you.”
If we are praising our teammates on their communication skills, we are also encouraging them to put those skills to work. We are also recognizing the importance of that specific skillset. Having a better understanding of communication skills in the workplace can reduce misunderstandings, performance review biases , and many other issues that may arise from a lack of communication.
“You have a real gift for communication. Your ability to explain complex ideas in a clear and concise way is impressive, and your attention to detail is second to none. You make our team stronger with your excellent communication skills.”
On the heels of a year where quiet quitting was the talk of the town in every single workplace across the world, having teammates that are dedicated to achieving excellence is truly rare. That is why a situation like this is a great opportunity to give positive feedback to colleagues.
“Your dedication to your work is truly inspiring. You always go the extra mile and never settle for anything less than excellence. Your hard work and determination are a real example to us all, and we’re lucky to have you on our team.”
We here at Teamflect value the growth mindset immensely. Why do you think that we have an employee development plan attached to every single one of our performance review templates ? Getting even more specific: These aren’t one-sided plans. They often include a self-review section as well. That is just how much we value the growth mindset your employees have. So should you!
“Your willingness to learn and grow is admirable. You’re always seeking out new challenges and pushing yourself to be better, and your growth mindset is infectious. You’re an inspiration to us all.”
Everyone’s contributions to the team are important and should be recognized. No contribution is too small to be praised! Acknowledging a colleague’s valuable contributions can motivate them to continue to contribute to the team’s success and can inspire others to do the same.
“Your contributions to our team are immeasurable. You bring so much to the table with your expertise and creativity, and you always give 110%. Your hard work and dedication do not go unnoticed.”
The ability to work hard is a valuable trait to have in any workplace. Taking the time to recognize the dedication and commitment of a colleague can motivate them to continue working hard and can inspire others to adopt similar work ethics.
“Your work ethic is truly remarkable. You set the bar high for us all with your commitment and perseverance, and you’re a positive influence on the entire team. We’re lucky to have you as a colleague.”
A positive work environment can increase productivity, improve job satisfaction, and enhance employee morale on the contrary of a toxic workplace . Therefore, acknowledging an ability to lift others up, create a positive atmosphere, and foster collaboration can have a significant impact on the team’s success.
“I just wanted to take a moment to appreciate your sense of humor. Your ability to find the funny side of things is a real gift, and your lighthearted approach makes our workplace a more enjoyable place to be. Thank you for keeping us all laughing!”
Strong time management is a skill that we all need but don’t have. That’s why recognizing a colleague’s exceptional time management skills could motivate them further to stay organized, meet deadlines, and deliver high-quality work in a timely manner.
“I’m consistently impressed by your exceptional time management skills! You always deliver your work promptly, and your ability to juggle multiple tasks without compromising quality is remarkable. Your dedication to meeting deadlines is well-recognized and sets a great example for the rest of the team.”
Recognizing a colleague’s exceptional initiative might motivate them to keep taking ownership, being proactive, and looking for possibilities for progress. It’s crucial to show your employees that their capacity to take the initiative and drive projects forward is highly valued.
“Your initiative is truly outstanding! The way you take charge, look for areas to improve, and proactively implement solutions is highly commendable. Your ability to think independently, take calculated risks, and seize opportunities has a significant positive impact on our team’s success.”
Recognizing a colleague’s exceptional attention to customer needs can inspire them to continue providing excellent service tailored to individual customers. It shows that their ability to understand and address customer requirements is highly valued.
“I couldn’t help but notice your exceptional attention to customer needs! The way you listen actively, anticipate their requirements, and go above and beyond to meet their expectations is worth recognizing. We’re lucky to have you in our customer support team!”
Supporting new hires or current employees with mentorship or buddy programs is a great way to create a positive workplace culture. We recommend recognizing that one colleague’s excellent mentorship skills since it can inspire them to continue guiding and supporting others in their professional development.
“Your mentorship has been invaluable to me and countless others. I am constantly impressed by your ability to impart knowledge, provide insightful feedback, and inspire us to reach new heights. Thank you for being an exceptional mentor and for making a significant impact on our development.”
In modern times, everything changes quickly, and adapting to rapid changes is a skill we all seek. Extraordinary adaptability to change should be acknowledged to inspire them to embrace new situations, modify techniques, and thrive in dynamic surroundings.
“I find your adaptability to change truly impressive! No matter how fast things evolve, you always manage to adapt seamlessly and remain focused on our goals. Your ability to embrace new challenges and find effective solutions in dynamic situations is greatly appreciated.”
Having an employee who excels in team collaboration is a real blessing in today’s landscape. That is why offering quality and positive feedback on team collaboration is a real must. Make sure you highlight each element of team collaboration they excelled at.
“Your ability to collaborate effectively with the team has significantly contributed to our project’s success. Your willingness to listen to others, share ideas, and work cooperatively is a great asset to our team. Thank you for your exemplary team spirit!”
In such a rapidly shifting climate, those with attention to detail truly rise to the top. When giving positive employee feedback on attention to detail, it is important to highlight specific instances where their attention to detail made a difference.
“I’ve noticed your exceptional attention to detail in your work. Your thoroughness ensures high quality and minimizes errors, which is crucial for our team’s success. Your dedication to getting every detail right is highly appreciated.”
While there are many useful employee skills and performance metrics out there, finding an innovative thinker is easier said than done. That is why if you should always offer positive feedback to those bringing innovative ideas to the workplace.
“Your innovative thinking has brought fresh perspectives and creative solutions to our challenges. Your ability to think outside the box is inspiring and has had a positive impact on our team’s approach to problem-solving.”
When an employee performs well, it is a great thing. When an employee performs well consistently, that is something else. Consistency is an asset that can often go unnoticed by employees. Offering positive feedback to those who are consistently reliable will make them realize their hard work doesn’t go unnoticed.
“You have proven to be incredibly reliable. Your consistent performance and ability to meet deadlines under pressure are qualities that don’t go unnoticed. Thank you for being someone we can always count on.”
Great communicators make or break a team. When you offer positive feedback on an employee’s communication skills, you encourage them to actively use those skills more and more in the workplace, building a culture of empowerment.
“Your communication skills, both in writing and speaking, are commendable. You express your ideas clearly and effectively, which greatly enhances our team’s understanding and collaboration.”
There are a lot of people who come to work, clock-in, and clock-out. Those who come to work with a smile on their face and boost everyone’s energies, deserve regular and positive feedback.
“Your enthusiasm and energy are contagious! You bring a positive vibe to the workplace that boosts our team’s morale and productivity. Your passion for your work is truly inspiring.”
Adversity isn’t an unfamiliar concept in the workplace, especially in the volatile landscape of today. That is why you should give positive employee feedback to the anchors in your team who are holding strong through tough times.
“Your resilience in the face of challenges is admirable. You’ve shown great strength and a positive attitude during difficult times, which encourages and motivates the entire team.”
It’s the journey and not the destination! Even if an employee’s performance isn’t where you would hope it would be right now, if they are consistently improving, it deserves some praise. Here is a positive feedback example on just that topic:
“It’s impressive to see your continual growth and improvement. Your commitment to personal and professional development is inspiring and sets a great example for the rest of the team.”
The analytical minds on your team, every once in a while, might feel a bit left out. That is why you should offer positive feedback to those with great strategic planning skills. This particular positive feedback example will help you do just that!
“Your strategic planning skills have greatly contributed to our team’s success. Your ability to foresee potential obstacles and plan accordingly has been invaluable in achieving our goals.”
Sometimes an example of positive feedback at work doesn’t necessarily have to be about performance. It can also focus on whether an employee is a great cultural fit or not. The feedback example below is for that exact purpose!
“Your cultural competency and ability to work effectively with diverse teams is highly commendable. Your respect for different perspectives and backgrounds enhances our team’s creativity and collaboration.”
When it comes to giving positive feedback for colleagues, there are some general tips we can give to help you provide effective and meaningful recognition. Our tips will ensure that your feedback is well-received and encourages further growth and development.
When offering positive feedback, it’s important to be specific about what the person did well. Instead of simply saying, “Good job,” provide detailed examples and describe the specific actions or behaviors that impressed you. Giving specificity to your feedback helps your colleague understand exactly what they did right and encourages them to continue those positive actions.
Timeliness is key when giving positive feedback. Aim to recognize and acknowledge the person’s accomplishments as soon as possible after they occur. Giving immediate feedback reinforces the positive behavior or achievement and shows that you value their efforts. Delayed feedback may lose its impact and fail to motivate the individual effectively.
The language and tone you use while giving positive feedback greatly influence how it is received. Ensure that your words convey genuine appreciation and positivity. Choose uplifting and encouraging phrases that make the person feel valued and respected. Avoid mixing positive feedback with negative criticism, as it can dilute the impact of your appreciation.
Recognize and highlight the specific strengths and accomplishments of the individual. Everyone has different talents and areas of expertise, so tailor your feedback to align with their unique qualities. Acknowledging their strengths helps boost their confidence and encourages them to further excel in those areas.
Giving positive feedback for colleagues is an important aspect of building a positive and productive work environment. To do this effectively, it’s important to be specific about what you appreciate and why.
For example, you might say something like, “I really appreciate the way you handled that difficult client. You remained calm and professional throughout the conversation, and I think that helped to de-escalate the situation.” It’s also important to be genuine in your praise, so avoid giving generic compliments that don’t feel meaningful.
Try and make sure to deliver your feedback in a timely manner, as close to the event as possible, to ensure that it has the greatest impact.
Giving feedback in Microsoft Teams , however, is another story!
Speaking of giving feedback inside Microsoft Teams , you might ask the question “What about remote feedback?”. Whether you’re working remotely or not making use of employee feedback software is always a great idea.
Using feedback software allows you to make use of helpful feedback templates, keep feedback in the flow of work, make existing feedback trackable, and let you revisit past feedback in performance reviews .
We highlighted some of the top feedback software in a previous list before but if your organization uses Microsoft Teams on a daily basis, then the best option for you is…
Teamflect is an all-in-one performance management solution with one of the strongest employee feedback modules inside the Microsoft Teams ecosystem. With features such as 360-degree feedback, customizable employee feedback templates , and complete Microsoft Teams integration , Teamflect provides its users with a comprehensive feedback experience.
Teamflect provides a wide selection of pre-built templates in its feedback template gallery where you can choose anything from leadership skills feedback to employee developmental feedback . Teamflect’s feedback templates makes giving feedback to colleagues a breeze, and you can create custom feedback forms without a hassle!
Teamflect functions as so much more than just a platform to exchange positive feedback over. Looking for OKR software with some incredible goal-setting features? Teamflect has you covered! If you want to throw a dash of employee engagement survey into that mix,
Teamflect has your back there too. With a wide array of features neatly wrapped up in an easy-to-use dashboard, Teamflect is the best performance management solution available to Microsoft Teams users today!
Now that we’ve discussed the use of feedback software as a best practice when it comes to building a positive feedback culture in your organization, we can’t not show you how exactly to use one.
In order to exchange feedback inside Microsoft Teams, we will be taking advantage of the best 360-degree feedback software for Microsoft Teams: Teamflect.
Teamflect users can in fact access feedback templates without having to leave Teams chat but we do recommend you visit the feedback module itself, since it acts as a hub for all your feedback needs such as self-reviews, 360-degree feedback, and more!
Once you click the “New Feedback” button, you can start exchanging feedback inside Microsoft Teams right away. You don’t have to be the one giving the feedback. You can also request feedback for yourself or on behalf of someone else.
Teamflect has an extensive library of customizable feedback templates. These ad-hoc feedback templates can be used straight out of the box and still work wonders in your team. That being said, you still have the option to create templates of your own, or customize existing templates with different question types such as Likert scale, rating questions, multiple choice, open-ended, and more!
Once you’ve chosen your template, you can start giving feedback right then and there!
Many might consider 360-degree feedback to be a difficult practice to implement since it requires input from many different parties. Teamflect makes the entire process incredibly convenient.
With Teamflect, you can request feedback on behalf of yourself or others from direct reports, superiors, peers, or external parties. True 360-degree feedback covers all bases. That is why we made sure to include feedback from those outside of your organization such as customers, or independent contractors.
For the sake of convenience, Teamflect users have the option to summarize the feedback they received throughout any given time-frame.
While every singe input is surely priceless, sometimes a summary can truly help speed things along. Simply click the “Summarize with AI” button to get all the key points from all the feedback you received.
Giving positive feedback can be a real game-changer in the workplace! Not only can it boost morale and motivation, but it can also help to create a supportive and positive work environment.
When someone receives positive feedback, they feel valued and appreciated, which can increase their engagement and commitment to their job. Plus, it’s always nice to know that your hard work is being recognized by your peers. Remember, peer recognition is magic!
Positive feedback doesn’t just boost morale and motivation! It also reinforces the positive behavior you praise. It is quite simply common sense, really. When you praise someone for a job well done, they’re more likely to continue doing the same things in the future. This leads to a more productive and efficient workplace, as well as happier and more fulfilled employees.
Positive feedback can be given at any time, but it’s most effective when it’s given as close to the event as possible. To make sure you give positive feedback at the best possible time, here is a small list of situations you should give positive feedback for:
When a colleague has completed a challenging project or task When a team member has gone above and beyond to help the team meet a deadline After a coworker has demonstrated exceptional teamwork or collaboration skills When an employee has achieved a significant milestone or accomplished a major goal When a team member has consistently shown improvement in their work or has overcome a personal or professional challenge.
Giving positive feedback is an important skill in both personal and professional settings. It helps motivate and encourage others, builds strong relationships, and fosters a positive environment.
Express appreciation: Let the person know that you value their contribution and effort.
Example: “I want to express my appreciation for your hard work on the project. Your dedication, attention to detail, and creativity really made a difference. The project turned out to be a great success, and you played a significant role in that.”
Focus on strengths: Highlight the person’s strengths and how they have positively impacted the situation or task.
Example: “Your problem-solving skills have been outstanding. Every time we face a challenge, you come up with innovative solutions that not only solve the problem but also improve our overall processes. Your ability to think outside the box is truly impressive.”
Connect to impact: Explain the positive impact of the person’s actions on the team, organization, or project.
Example: “Your leadership during the team project was invaluable. Your ability to delegate tasks effectively and provide guidance and support to team members greatly contributed to our success. Your leadership style fostered a collaborative environment where everyone felt motivated and empowered to do their best.”
Encourage personal growth: Highlight growth or improvement in someone’s skills or abilities.
Example: “I’ve noticed a significant improvement in your presentation skills over the past few months. Your confidence, delivery, and ability to engage the audience have all improved tremendously. Keep up the great work!”
Be genuine and sincere: Make sure your feedback comes from a place of authenticity and sincerity.
Example: “I genuinely appreciate your positive attitude and enthusiasm. Your energy is contagious, and it really boosts the team’s morale. Your positive outlook has created a supportive and enjoyable work environment.”
While it may seem counterintuitive to consider potential issues when giving positive feedback, there are still important nuances to consider. While it may seem like positive feedback can’t do any harm, you just might be surprised at some of the nuances that go into good feedback comments. Here are some positive feedback issues you have to avoid!
One common mistake when giving positive feedback is being too vague or generic. Generic compliments like “Great job!” or “You’re awesome!” lack specificity and may not carry the weight of genuine appreciation.
Be specific in your praise. Highlight the particular actions, behaviors, or achievements that impressed you. For example, instead of saying “Great presentation,” you could say, “I was impressed by how well you articulated the key points during the presentation, and your use of visuals made it engaging and informative.”
While frequent positive feedback is encouraged, overdoing it can dilute its impact. If you praise every little thing, it may come across as insincere.
Reserve your positive feedback for truly outstanding or noteworthy accomplishments. This way, when you do offer praise, it will be seen as genuine and meaningful.
Publicly acknowledging your colleagues’ achievements can boost their morale, but not everyone is comfortable with public recognition.
Gauge your colleague’s preferences and comfort level with public praise. Some may appreciate it, while others may prefer private acknowledgment. Respect their preferences to ensure your feedback is well-received.
Exaggerating your praise can make it seem insincere and overblown. Colleagues may question the authenticity of your compliments if they feel inflated.
Stick to genuine, honest, and good feedback. Express your admiration without resorting to hyperbole. If you genuinely believe your colleague did an exceptional job, your sincerity will shine through.
Positive feedback examples are most effective when they are specific and meaningful. Failing to mention the details of what impressed you can make your praise seem superficial.
Pay attention to the specific actions, skills, or qualities that earned your colleague recognition. Highlight these details in your feedback to demonstrate that you’ve truly observed and appreciated their efforts.
We want to end this post with a bit of a disclaimer. There isn’t a single example of positive feedback that has to be followed to a tee. While we wanted to provide you with as many professional positive feedback examples as we could, at the end of the day, the way you give positive feedback should change depending on who you are talking to, your organization’s culture, and a billion other things.
If you’ve come to this blog post with the question “What are some examples of positive feedback for colleagues?”, we do hope that you’re leaving satisfied and that we’ve also provided you with more than just good feedback examples but also some insight on how to give feedback as well!
Whether you are coming up with ideas for creative feedback for colleagues or simply looking to whip up some positive feedback for your coworkers, we hope you have the best of times!
Written by emre ok.
Emre is a content writer at Teamflect who aims to share fun and unique insight into the world of performance management.
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Giving constructive feedback is nerve-wracking for many people. But feedback is also necessary for thriving in the workplace.
It helps people flex and grow into new skills, capabilities, and roles. It creates more positive and productive relationships between employees. And it helps to reach goals and drive business value.
But feedback is a two-way street. More often than not, it’s likely every employee will have to give constructive feedback in their careers. That’s why it’s helpful to have constructive feedback examples to leverage for the right situation.
We know employees want feedback. But one study found that people want feedback if they’re on the receiving end . In fact, in every case, participants rated their desire for feedback higher as the receiver. While the fear of feedback is very real, it’s important to not shy away from constructive feedback opportunities. After all, it could be the difference between a flailing and thriving team.
If you’re trying to overcome your fear of providing feedback, we’ve compiled a list of 16 constructive feedback examples for you to use. We’ll also share some best practices on how to give effective feedback .
When you hear the word feedback, what’s the first thing that comes to mind? What feelings do you have associated with feedback? Oftentimes, feedback conversations are anxiety-ridden because it’s assumed to be negative feedback. Unfortunately, feedback has this binary stigma, it’s either good or bad.
But in reality, there are plenty of types of feedback leveraged in both personal and professional relationships. They don’t all fall into one camp or the other. And each type of feedback is serving a purpose to ultimately better an individual, team, or work environment.
For example, positive feedback can be used to reinforce desired behaviors or big accomplishments. Real-time feedback is reserved for those “in the moment” situations. Like if I’ve made a mistake or a typo in a blog, I’d want my teammates to give me real-time feedback .
However, constructive feedback is its own ball game.
Constructive feedback is a supportive way to improve areas of opportunity for an individual person, team, relationship, or environment. In many ways, constructive feedback is a combination of constructive criticism paired with coaching skills.
To truly invest in building a feedback culture , your employees need to feel comfortable giving feedback. After all, organizations are people, which means we’re all human. We make mistakes but we’re all capable of growth and development. And most importantly, everyone everywhere should be able to live with more purpose, clarity, and passion.
But we won’t unlock everyone’s full potential unless your people are comfortable giving feedback. Some employee feedback might be easier to give than others, like ways to improve a presentation.
But sometimes, constructive feedback can be tricky, like managing conflict between team members or addressing negative behavior. As any leader will tell you, it’s critical to address negative behaviors and redirect them to positive outcomes. Letting toxic behavior go unchecked can lead to issues with employee engagement , company culture, and overall, your business’s bottom line.
Regardless of where on the feedback spectrum your organization falls, having concrete examples will help set up your people for success. Let’s talk through some examples of constructive feedback. For any of these themes, it’s always good to have specific examples handy to help reinforce the feedback you’re giving. We’ll also give some sample scenarios of when these phrases might be most impactful and appropriate.
An employee speaks over others and interrupts in team meetings.
“I’ve noticed you can cut off team members or interrupt others. You share plenty of good ideas and do good work. To share some communication feedback , I’d love to see how you can support others in voicing their own ideas in our team meetings.”
An employee who doesn’t speak up or share ideas in team meetings.
“I’ve noticed that you don’t often share ideas in big meetings. But in our one-on-one meetings , you come up with plenty of meaningful and creative ideas to help solve problems. What can I do to help make you more comfortable speaking up in front of the team?”
An employee who is brutally honest and blunt.
“Last week, I noticed you told a teammate that their work wasn’t useful to you. It might be true that their work isn’t contributing to your work, but there’s other work being spread across the team that will help us reach our organizational goals. I’d love to work with you on ways to improve your communication skills to help build your feedback skills, too. Would you be interested in pursuing some professional development opportunities?”
An employee who has trouble building rapport because of poor communication skills in customer and prospect meetings.
“I’ve noticed you dive right into the presentation with our customer and prospect meetings. To build a relationship and rapport, it’s good to make sure we’re getting to know everyone as people. Why don’t you try learning more about their work, priorities, and life outside of the office in our next meeting?”
An employee who doesn’t hold to their commitments on group or team projects.
“I noticed I asked you for a deliverable on this key project by the end of last week. I still haven’t received this deliverable and wanted to follow up. If a deadline doesn’t work well with your bandwidth, would you be able to check in with me? I’d love to get a good idea of what you can commit to without overloading your workload.”
An employee who likes to gatekeep or protect their work, which hurts productivity and teamwork .
“Our teams have been working together on this cross-functional project for a couple of months. But yesterday, we learned that your team came across a roadblock last month that hasn’t been resolved. I’d love to be a partner to you if you hit any issues in reaching our goals. Would you be willing to share your project plan or help provide some more visibility into your team’s work? I think it would help us with problem-solving and preventing problems down the line.”
An employee who dominates a cross-functional project and doesn’t often accept new ways of doing things.
“I’ve noticed that two team members have voiced ideas that you have shut down. In the spirit of giving honest feedback, it feels like ideas or new solutions to problems aren’t welcome. Is there a way we could explore some of these ideas? I think it would help to show that we’re team players and want to encourage everyone’s contributions to this project.”
An employee who is always late to morning meetings or one-on-ones.
“I’ve noticed that you’re often late to our morning meetings with the rest of the team. Sometimes, you’re late to our one-on-ones, too. Is there a way I can help you with building better time management skills ? Sometimes, the tardiness can come off like you don’t care about the meeting or the person you’re meeting with, which I know you don’t mean.”
A direct report who struggles to meet deadlines.
“Thanks for letting me know you’re running behind schedule and need an extension. I’ve noticed this is the third time you’ve asked for an extension in the past two weeks. In our next one-on-one, can you come up with a list of projects and the amount of time that you’re spending on each project? I wonder if we can see how you’re managing your time and identify efficiencies.”
An employee who continuously misses team meetings.
“I’ve noticed you haven’t been present at the last few team meetings. I wanted to check in to see how things are going. What do you have on your plate right now? I’m concerned you’re missing critical information that can help you in your role and your career.”
A manager who expects the entire team to work on weekends.
“I’ve noticed you send us emails and project plans over the weekends. I put in a lot of hard work during the week, and won’t be able to answer your emails until the work week starts again. It’s important that I maintain my work-life balance to be able to perform my best.”
An employee who delegates work to other team members.
“I’ve noticed you’ve delegated some aspects of this project that fall into your scope of work. I have a full plate with my responsibilities in XYZ right now. But if you need assistance, it might be worth bringing up your workload to our manager.”
A direct report who is stressed about employee performance but is at risk of burning out.
“I know we have performance reviews coming up and I’ve noticed an increase in working hours for you. I hope you know that I recognize your work ethic but it’s important that you prioritize your work-life balance, too. We don’t want you to burn out.”
A leader who is struggling with team members working together well in group settings.
“I’ve noticed your team’s scores on our employee engagement surveys. It seems like they don’t collaborate well or work well in group settings, given their feedback. Let’s work on building some leadership skills to help build trust within your team.”
A leader who is struggling to engage their remote team.
“In my last skip-levels with your team, I heard some feedback about the lack of connections . It sounds like some of your team members feel isolated, especially in this remote environment. Let’s work on ways we can put some virtual team-building activities together.”
A leader who is micromanaging , damaging employee morale.
“In the last employee engagement pulse survey, I took a look at the leadership feedback. It sounds like some of your employees feel that you micromanage them, which can damage trust and employee engagement. In our next one-on-one, let’s talk through some projects that you can step back from and delegate to one of your direct reports. We want to make sure employees on your team feel ownership and autonomy over their work.”
Asking for and receiving feedback isn’t an easy task.
But as we know, more people would prefer to receive feedback than give it. If giving constructive feedback feels daunting, we’ve rounded up eight tips to help ease your nerves. These best practices can help make sure you’re nailing your feedback delivery for optimal results, too.
Be clear and direct (without being brutally honest). Make sure you’re clear, concise, and direct. Dancing around the topic isn’t helpful for you or the person you’re giving feedback to.
Provide specific examples. Get really specific and cite recent examples. If you’re vague and high-level, the employee might not connect feedback with their actions.
Set goals for the behavior you’d like to see changed. If there’s a behavior that’s consistent, try setting a goal with your employee. For example, let’s say a team member dominates the conversation in team meetings. Could you set a goal for how many times they encourage other team members to speak and share their ideas?
Give time and space for clarifying questions. Constructive feedback can be hard to hear. It can also take some time to process. Make sure you give the person the time and space for questions and follow-up.
Know when to give feedback in person versus written communication. Some constructive feedback simply shouldn’t be put in an email or a Slack message. Know the right communication forum to deliver your feedback.
Check-in. Make an intentional effort to check in with the person on how they’re doing in the respective area of feedback. For example, let’s say you’ve given a teammate feedback on their presentation skills . Follow up on how they’ve invested in building their public speaking skills . Ask if you can help them practice before a big meeting or presentation.
Ask for feedback in return. Feedback can feel hierarchical and top-down sometimes. Make sure that you open the door to gather feedback in return from your employees.
Meaningful feedback can be the difference between a flailing and thriving team. To create a feedback culture in your organization, constructive feedback is a necessary ingredient.
Think about the role of coaching to help build feedback muscles with your employees. With access to virtual coaching , you can make sure your employees are set up for success. BetterUp can help your workforce reach its full potential.
Boost your team's performance and engagement with tailored coaching strategies.
Madeline is a writer, communicator, and storyteller who is passionate about using words to help drive positive change. She holds a bachelor's in English Creative Writing and Communication Studies and lives in Denver, Colorado. In her spare time, she's usually somewhere outside (preferably in the mountains) — and enjoys poetry and fiction.
Become a pro at asking for feedback (and receiving it), why coworker feedback is so important and 5 ways to give it, are you receptive to feedback follow this step-by-step guide, how to give positive comments to your boss, how to give negative feedback to a manager, with examples, how to give and take constructive criticism, feedback in communication: 5 areas to become a better communicator, handle feedback like a boss and make it work for you, how to give feedback to your boss: tips for getting started, how to embrace constructive conflict, upward communication: what is it 5 examples, what is job crafting, why does it matter, and how can you do it, get flexible. adapting to changes will take you to the top, take the initiative: a how-to guide in 10 steps, 7 types of meetings (and how to get them right), how to write a professional development plan for career success, 10 organizational skills that will put you a step ahead, stay connected with betterup, get our newsletter, event invites, plus product insights and research..
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As Saturday, June 1st is officially #SaySomethingNiceDay , I thought it might be “interesting” to research (and blog about!) something I’ve personally always found difficult – how to give feedback on a presentation. As that’s a significant part of my work as a presentations trainer, it’s something I’ve done a lot of, but I’m not really thinking about that kind of thing.
I’m more thinking of the time when you sit through something-or-other-but-you’re-not-sure-what from Fred in Finance. He bounds up to you at the water cooler later and grins at you. Your heart sinks…
The thing about presentations is that we tend to judge them by the wrong measures. Because we’re all sat in the audience, possibly chewing off our own toe-nails in an attempt to find interest and/or meaning to the presentation and the slides, we judge presentations by how well it kept our interest and entertained us. The thing is, “keeping us entertained” is not (usually) the key metric for a presentation.
Of course, if we’re not interested in the presentation it’s hard to learn anything from it, so “being interesting enough” is the baseline for a successful presentation, but that doesn’t make it how you should measure it beyond that.
What you should do to measure whether a presentation was good or not was to ask two questions:
If the answer to that question was “yes”, then you can go ahead an indulge praising Fred From Finance. Even if you’ve bitten off three of your toe-nails in the process.
So far so good, but what do you do if the answer to the question above was “no”? That rather depends on if your job (or something similarly important) depends on the good graces of Fred From Finance. But let’s assume that you want to be reasonably honest and at the same time, reasonably positive?
How should you give feedback on a presentation?
Pretty clearly, the best option here is to get Fred to do a critique of his own work, so that you don’t need to be the one to point out the painful to him. And don’t forget, you have a moral obligation to help Fred here. Presentations cost your organisation money and morale, so letting Fred continue to get away with it is wasting time and money. Worse, bad presentations reduce the love of life! 😉
Start with something specific and concrete . For example, you might want to look at the slide’s colour scheme.
Once you’ve picked your “point of entry” for feeding back, go for a question. Use an open question, not something Fred can close down with a simple yes/no. An example might be something like “I love how much work you put into the slide design – what was it that made you pick those colours?”.
By couching it in those terms, Fred won’t automatically hear what you said as a critisism. Critisism makes people defensive. After all, they’ve done what they thought was right, and telling people they’re wrong is a direct challenge. By asking for more information you open up a conversation about the thinking process involved (assuming their was one! 🙂 ).
The important thing is to work with Fred on the problem, so that he’s receptive to change. If you work on Fred as the problem, he’ll resist.
Pro-tip – make sure the open question you use isn’t “Why?”. That’s pretty much always taken as a challenge. Compare the question above with “Why did you pick those colours for the slides?”.
If someone said that about your slides you’d automatically assume they thought the the choice was a bad one, wouldn’t you?
Oh, and don’t try to provide feedback on more than one (or two) things at a time. Too much critisism makes people feel like they’re being battered by a heavy weight – and they’re less likely to take things on board.
… and once you’ve got Fred talking about his processes, you can follow on with a hidden suggestion. Try something like “Oh, cool. I wondered if it was something like that. Have you come across the colour advice at XYZ?”
When Fred says no, you’re in the position of doing him a favour by giving him a tool to make his next presentation even better!
Errrmmm… what’s triage, Simon? Triage is the act/art of splitting things into three bits:
Side note: triage is originally a medical term, looking at the order in which casualties are to be treated.
In terms of Fred From Finance’s presentation this boils down to making sure the feedback you give him is in the middle bit. Don’t pick on the colour scheme of slides if it’s so damned bad that nothing you can do will save it. Similarly don’t feedback on the volume of Fred’s voice if it was loud enough for everyone to hear. Instead, pick on something about the presentation that’s on the cusp of being good enough – something that, once you improve it – will make a clear difference to how well the presentation goes.
The idea is to pick something that even Fred can see was useful, so that the next presentation is better and which in turn means that the next round of feedback is easier to give.
In short, pick your fights!
Think carefully about which bit of the presentation it’s worth giving feedback on and don’t just list everything that was wrong!
Yes. That will come as no surprise, for long-time readers. I’ve walked out on public presenters because they were getting paid – but they were so bloody bad (as presenters, I’m sure they were lovely people) that they were wasting everyone’s time. That’s rare though. Normally I just find something else to do on my iPhone.
I semi-famously told someone who became a friend of mine “That was by far, the least crap presentation of today.” (If you’re interested, they held onto that line to use at a presentation of mine recently when I came off stage!)
The point is – and this is personal, not based on research… so ignore it if you want – that by not giving people some help, you’re actually doing them a disservice, along with everyone else in the audience.
On the other hand, if you’re on the receiving end of feedback, take a long hard look at whether your presentations will benefit from following it!
Love it! This is always a tricky subject to approach in my line of work. So thanks!
Hi Laura – I can imagine how tricky it is to give feedback on headshots and images. The phrase “What were you thinking?!?!” probably wouldn’t work too well! 🙂
Fun topic for #SaySomethingNiceDay : )) I saw a presentation a while ago. I disagreed with something fundamental the person said. But I just swallowed it. Your advice has encouraged me to tackle this sort of thing in future (perhaps…)
That’s interesting Janine – when I wrote it I was thinking more of ‘bad’ presentations rather than things in what might be good presentations (or bad ones) that we disagree with. I guess the principles remain the same though!
Good approaches here, Simon. It definitely sounds right to take the conciliatory/supportive approach rather than the “37 reasons why your presentation sucked ass (and why you’re even worse than that)” approach.
I’ve never heard of #SaySomethingNiceDay – what a world.
Hi John – to be honest, I’d not heard of it either until something arrived in my in-box. Nice that we’ve got such a day, but a shame that the world needs it!
Thanks Simon. This could be applied to any feedback. Particularly like the triage idea.
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Search this blog, peer feedback on student presentations: use roles for better feedback and engagement.
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Roles Supervision
* E-mail: [email protected]
Affiliation Department of Clinical Microbiology, Royal College of Surgeons in Ireland University of |Medicine and Health Sciences, Dublin, Ireland
Roles Data curation
Affiliation Estate and Support Services, Royal College of Surgeons in Ireland University of |Medicine and Health Sciences, Dublin, Ireland
Roles Project administration
Affiliation Student, Academic and Regulatory Affairs, Royal College of Surgeons in Ireland University of |Medicine and Health Sciences, Dublin, Ireland
Roles Investigation
Affiliation School of Pharmacy and Biomolecular Science, Royal College of Surgeons in Ireland University of |Medicine and Health Sciences, Dublin, Ireland
Roles Resources
Affiliation School of Nursing and Midwifery, Royal College of Surgeons in Ireland, Dublin University of |Medicine and Health Sciences, Dublin, Ireland
Roles Writing – review & editing
Affiliations Department of Clinical Microbiology, Royal College of Surgeons in Ireland University of |Medicine and Health Sciences, Dublin, Ireland, Department of Microbiology, Beaumont Hospital, Dublin, Ireland
Affiliation Centre for Mastery: Personal, Professional and Academic Success, Royal College of Surgeons in Ireland, Dublin University of |Medicine and Health Sciences, Dublin, Ireland
Affiliations International Health and Tropical Medicine, Royal College of Surgeons in Ireland University of |Medicine and Health Sciences, Dublin, Ireland, Clinical Directorate of Medicine, Beaumont Hospital, Dublin, Ireland
Affiliation Mercer’s Medical Centre, Royal College of Surgeons in Ireland University of |Medicine and Health Sciences, Dublin, Ireland
Medical students must have robust educational experiences, graduate and commence timely employment. Here, we describe how the Royal College of Surgeons in Ireland (RCSI) delivered clinical placements in medical programmes over the first three waves of the COVID-19 pandemic in Ireland, including a student-centred, holistic approach to students’ educational, social and health needs with strong student involvement, re-organising the university’s primary care team, developing COVID-19 PCR testing on site and re-focusing communications and student services. This resulted in re-arranging the students into learning communities, and students and staff electronically recorded their COVID-19 symptom status daily. In-person observed structured clinical examination and other clinical exams progressed. No lockdown of any campus occurred. Over the two senior years, 693 students completed 15,000 weeks of clinical and experiential learning across 104 sites, similar to previous years, including anatomy practicals, procedural skills training, simulated ward rounds and patient encounters, case-based presentations and small group tutorials. The compliance rate with the daily symptom tracker was 91%. The percentage response rate and the number of students providing feedback from October 2020 to April 2021 was as high as 50%. The overall response rate was 33%. By mid-May, 93–95% of students in the two senior years had had at least one dose of the SARS-CoV-2 vaccine, with 99% fully vaccinated by the start of the next academic year in autumn 2021. Over the period of testing for SARS-CoV-2, just over 22,000 samples were processed, of which 0.79% were positive; no medical student acquired COVID-19 or was associated with nosocomial transmission. The total investment by the RCSI in Dublin, was €9.3m (€1.2 in capital expenditure and €8.1 in operational expenses). Continuing face-to-face clinical placements during a pandemic was possible through a multi-model approach that prioritised two-way communication, compliance with national public health advice and student screening.
Citation: Humphreys H, Baxter R, Gilroy J, Cavalleri GL, O’Connor T, Kerrigan SW, et al. (2024) All hands on deck during the COVID-19 pandemic. Maintaining face-to-face medical education and clinical placements. PLoS ONE 19(7): e0306129. https://doi.org/10.1371/journal.pone.0306129
Editor: Muhammad Shahzad Aslam, Xiamen University - Malaysia Campus: Xiamen University - Malaysia, MALAYSIA
Received: April 8, 2022; Accepted: June 10, 2024; Published: July 1, 2024
Copyright: © 2024 Humphreys et al. This is an open access article distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
Data Availability: "Some specific data has been published, i.e. references 18 & 21, and other data is in the public domain, e.g. public health surveillance information. The authors are not able to make public the confidential, clinical data due to ethical and legal restrictions (i.e., EU GDPR regulations). The data may be requested from the authors or from the Research Ethics Committee of the Royal College of Surgeons in Ireland [Tel: +353 1 4022205; Email: [email protected] ]."
Funding: Apart from the additional resources provided by the RCSI to continue teaching and assessments, e.g. testing for SARS-CoV-2, there was no designated funding allocated to the collection and reporting of these data, either from the RCSI or from any outside funding agency. None of the authors received individual funding for this task but undertook it as part of their other professional and academic activities.
Competing interests: All authors have no competing interests that are relevant to the subject material of this manuscript.
The unprecedented and ongoing Coronavirus disease 2019 (COVID-19) pandemic was challenging given the transmissibility of the virus in the community and amongst patients and healthcare workers (HCW). In the healthcare setting, HCW became ill and could potentially transmit the virus to patients and colleagues. Furthermore, infected staff and staff close contacts had to remain off work in many instances for 10–14 days, which had implications for staffing levels [ 1 ]. The rate of infection amongst HCW during outbreaks was up to 20% and regular and repeat testing of HCW was recommended as part of infection prevention and control (IPC) measures during suspected outbreaks [ 2 , 3 ].
Medical students are the doctors of tomorrow, but the delivery of medical education during the pandemic was challenging [ 4 ]. Sustaining face-to-face teaching, especially clinical placements, was difficult. Some medical schools cancelled activities and moved content online [ 4 – 7 ]. Many assessments did not take place; in 32 of 33 UK medical schools, final year students reported that 38% of objective structured clinical examinations exams (OSCE) had been cancelled [ 8 ]. Medical students need to graduate and fill important healthcare roles, but there are significant implications from moving entirely on-line such as generalised anxiety, depression and reduced physical activity [ 9 – 11 ].
During the pandemic, it was essential to prioritise safety while maximising core educational activity. A continuous ‘pipeline’ of medical graduates is needed to replenish the health service, replacing continuously retiring or departing staff. The priority was to ensure that students had a robust educational experience, became competent safe graduates, and stepped into employment on time.
The first case of COVID-19 in Ireland was confirmed on February 29 th 2020. Schools and colleges closed and large gatherings were cancelled on 12 March 2020. By 24th March 2020, almost all businesses were shut and a national mandatory stay at home order was implemented on March 28 th , followed by a phased easing of restrictions from mid-May. Schools re-opened in September, but in response to a 14-day incidence rate of 120 per 100,000 population, another country-wide lockdown occurred (excluding schools) in October 2020. Restrictions were eased in early December 2020 and following an additional surge in late December, a new state-wide lockdown occurred which this time included schools.
Healthcare vaccination commenced in Ireland on 29 th December 2020, rapidly followed by vaccination of residents of long-term care facilities in late January 2021. Schools reopened in March 2021. Higher education institutions were issued with governmental sector wide guidance, which allowed essential in-person activities to continue, within strict and limited criteria.
Here we outline how the RCSI addressed the challenges presented by the pandemic. The objectives of the RCSI approach were to ensure the safety of students, staff and patients, and deliver clinical placements and face-to-face teaching sessions. This was achieved by providing effective two-way communication with students, undertaking student screening and finally, ensuring student compliance with public health measures. In describing how we responded to the pandemic, we reflect on what measures were introduced, their relative success and the implications if a similar pandemic occurred in the future, in the hope that this may help in guiding other medical schools faced with equivalent circumstances.
The participants were the medical student population in the RCSI University of Medicine and Health Sciences during the pandemic, i.e. from 2020 to 2022 inclusive. Staff in the university were participants as part of a multi-disciplinary team to develop measures to mitigate the effects of the pandemic and in monitoring their effectiveness.
The effectiveness of the interventions designed to manage the impact of COVID-19 on student health and learning were assessed in a number of ways:
Generally, the data extend up to the end of semester for the academic year 2020–21, i.e. approximately mid-May, even if there was some variation as to when the year ended for some students, e.g. earlier compared to later years. Furthermore, some national data were incomplete or delayed due to a cyberattack on the Irish Health Service Executive (HSE) databases in the spring of 2021.
An outline of the interventions together with those introduced nationally, e.g. lockdowns and restrictions on the movement of the public is provided in Fig 1 .
https://doi.org/10.1371/journal.pone.0306129.g001
Those interventions against which the outcomes were measured were the development of a multi-disciplinary team (MDT), enhanced engagement with students including regular student surveys and and the development of a COVID-19 information hub, setting up an online system for daily symptom recording amongst students, the establishment of student testing on site, providing an additional campus with closed student learning communities to facilitate social distancing, student vaccination and contact tracing of COVID-19 positive students, and liaison with public health authorities.
The Royal College of Surgeons in Ireland (RCSI) is an international University of Medicine & Health Sciences that graduates students in medicine (undergraduate and graduate entry), pharmacy and physiotherapy, is the largest provider of postgraduate training in nursing in Ireland, undertakes biomedical research & provides surgical training. Excluding trainees in surgery and radiology, there are currently approximately 4,600 students of which about 3,000 are full-time. The student body is internationally diverse with 82% of medical students travelling to Ireland from over 67 countries. Students mainly live in the centre of Dublin in self-contained rented housing, and not in university halls of residence.
In response to the COVID-19 pandemic, the university developed a holistic co-ordinated approach to students’ educational, social and health needs, which was co-designed with students, and delivered by a MDT that built on existing strengths. ( Fig 2 ). This MDT was led by a member of the senior management team, who called on expertise and insights from colleagues at every level across professional services, i.e. finance, academic affairs including registry, careers and wellbeing, student services including gym and university societies, estates and campus security, travel department, human resources, and communications. Clinical colleagues managing student health directly through the RCSI primary care student health centre, colleagues from the School of Nursing & Midwifery who provided support to students testing positive, those with considerable expertise in clinical microbiology and infectious diseases with access to national policy makers, and scientists with expertise in molecular testing protocols, were also included. This MDT, often including up to 20 individuals, met online three times a week and more at the height of the pandemic. Support for the work of the MDT was evident by the attendance and contributions of the Vice Chancellor (VC) of the University at the majority of these meetings.
Organisational flow chart.
https://doi.org/10.1371/journal.pone.0306129.g002
Engagement with the students was through the students union, class representatives and regular “class calls” on MS Teams. University wide messages were delivered through a variety of channels including a newsletter from the Deputy Vice Chancellor for Academic Affairs (initially daily and then weekly) and regular video addresses from the VC streamed through MS Teams.
Student feedback and comments were collected through the “RCSI Student Pulse”, a monthly anonymous survey of students’ experience. The survey was based on a random sample of a third of the RCSI student population and participation was voluntary. The data was collected between October 2020 and April 2021 by the RCSI Quality Enhancement Office. The poll asked three questions to a randomly selected sample of students, approximately one third of the undergraduate student population each time. The purpose of the poll was to provide quick feedback to facilitate rapid changes at the time, to highlight good practice and to indicate matters of concern that could be actioned to enhance student experience.
Students replied by typing into a free text box. The questions asked were:
Q1. Please briefly outline the main aspects of your RCSI experience that worked well during the last four weeks.
Q2. Please briefly outline the things about your RCSI experience that could be improved.
Q3. Please use the space below to provide any additional comments for the following RCSI facilities and services.
Categorization into positive or negative feedback was made from the comments provided to Q1 or Q2 and the sentiments expressed across all three questions, e.g. “I did feel communication was lacking” would be categorised as “negative”, while “They have always been very fast in their replies and supportive”, would be considered positive.
In March 2020, we anteponed final medical clinical examinations to avoid the first COVID-19 wave in hospitals. All other students were asked to return to their countries/ homes, prioritising students graduating in late spring 2020. A website with detailed information and a COVID-19 information hub were established. A student census was undertaken to ensure that all students had returned safely to their family homes, and teaching, and clinical sessions were innovatively converted online.
Over the summer of 2020, we planned how to return our international students to Ireland safely through re-organising the university’s primary care team, establishing COVID-19 testing on site, and re-focussing communications and student services. This was to simulate a normal medical school experience (including face-to-face sessions), and care for and, support students far from home, family and close friends, when Ireland’s COVID-19 rates rapidly oscillated between the lowest to the highest in Europe [ 12 ].
In September 2020, to facilitate socially distanced face-to-face classes, the city centre campus was reserved for Year 1 students. An additional campus at a convention centre in a major sports stadium was secured for Year 2 and 3 students, with students in Year 4 and 5 being based at clinical sites.
When returning in August to Dublin, students were provided with a framework of activities, encompassing all aspects of university life. International students were required to pre-book an RCSI pick-up at the airport & were transported to their accommodation, where they were supported while restricting their movements for the mandated 14 days. This included the delivery of a pre-built MacBook to every new student to ensure appropriate access to the RCSI virtual learning environment and online assessments systems, and scheduled social contacts from an academic and pastoral learning community lead who arranged, ‘virtual coffees’. Between days 7 to 10 after arrival, we arranged COVID-19 screening, which largely anticipated subsequent recommendations on testing students [ 13 ].
We sought to maintain face-to-face encounters and clinical placements, whilst limiting possible transmission by organising students into ‘learning communities’, i.e. small closed groups of students always scheduled together, and cycling these communities through the campus for HyFlex teaching [ 14 – 16 ], clinical placement, and library access. Students practised 2-metre social distancing and mask wearing at all times on the campus. Day-to-day collaboration with students and staff, and using new teaching tools like open-mic sessions, and recorded lectures, ensured a smooth autumn semester. We succeeded through project- based co-ordination of efforts from non-clinical supports such as academic affairs, student services, training and finance, and clinical services such as primary care, clinical liaison and testing, while maintaining strong relationships with affiliated clinical sites ( Fig 2 ).
We sought to minimise the acquisition of COVID-19 amongst our student population through a combination of IPC measures (e.g. social distancing, mandatory masking wearing while on campus, enhanced cleaning and decontamination protocols and hand hygiene), complying with public health advice, testing for SARS-CoV-2, prompt isolation of positive cases, active contact tracing, and movement restrictions on student close contacts. Based on Irish public health advice and in conjunction with local public health specialists, a simple Microsoft Teams form was created, that required students to check their symptoms daily if they had been in close contact with a case, or had travelled from overseas. The form was co-designed with students, and student representatives advised on how to encourage peer compliance. A daily “invite” was sent to class groups, weekly statistics on completion were shared with the class representatives and regular, personal follow up with students reporting symptoms or non-completion, ensued. All COVID-19 clinical issues amongst the student body, including symptom assessment and advice, referral, contact concerns, liaison with public health and decision making on return to placement timings, were dealt with by our in-house comprehensive primary care team. This provided free seven days a week care to all students.
From January 2021, RCSI medical students on clinical rotations were included in the national programme of healthcare vaccination, which was delivered via our clinical sites.
We established an on-campus testing facility in August 2020 under supervision of the primary care service with clinical operational assistance for swabbing being provided by the School of Nursing and nurses from the Department of Surgery. This facility mirrored the standards and protocols of public health testing facilities in Ireland [ 17 ]. Initially PCR testing of nasopharyngeal swabs (NPS) was performed offsite. In November 2020, we established an onsite COVID-19 laboratory, facilitating faster test turnaround times, and tighter integration of testing with the university’s contact tracing and IPC programme. Having confirmed the efficacy of saliva samples compared to nasopharyngeal swabs, we started to process these at the start of the next academic year to detect SARS-Co-V2 [ 18 ]. RNA extraction from NPS samples was performed on a KingFisher™ Flex instrument using 200 μL of NPS sample input and a MagMax Viral/Pathogen II Nucleic Acid Isolation Kit, as per manufacturers’ instructions, and in line with the CDC protocol [ 19 ].
Before the January 2021 semester started, all students (regardless of overseas travel) were tested for COVID-19 at the RCSI testing facility. We introduced regular and frequent COVID-19 screening of clinical students by PCR, initially based on varying levels of endemicity, or each time a student changed a clinical placement. This occurred approximately every two weeks, with approximately 500 tests weekly from November 2020.
When positive cases were detected, RCSI student health teams initiated rapid contact tracing internally across the RCSI, as well as referring the student to public health for contact tracing in the wider community. During early 2021, when public health contact tracing was not possible nationally due to the massive case numbers, we continued to contact trace and test close contacts of all students. Where a student tested positive, they received a daily ‘phone call from clinical staff to monitor their health, and a separate contact from student welfare and support services, to assist their general health and wellbeing. Changes in their academic programme were arranged as necessary, including waiving the need to complete applications for exceptional circumstances, to allay anxiety relating to assessment impacted by reported infection or isolation.
To reduce the risk of student infection through travel or subsequent on-campus outbreaks, our international students were discouraged from returning home to celebrate the winter holiday season at the end of 2020. However, we employed an additional student welfare officer who started in June 2020, in recognition of the increasing complexity and need in the area of mental health and student wellbeing. We also supported students through activities such as virtual drop-in coffee breaks, online fitness classes and mindfulness sessions.
Mindful that this might be the first time that many students were away during the holiday (i.e. December 2020-January 2021), we supported their mental health and well-being through a programme of festive activities, compliant with public health guidelines with limited social gatherings. Students received Christmas hampers, including baked goods made by staff, and students delivered Christmas bouquets to older people in the local community. Such was that commitment, the RCSI was shortlisted for The Times higher award for Outstanding Support for Students ( https://twitter.com/rcsi_irl/status/1438524331185770508 ).
“All hands on deck during the COVID-19 pandemic. Maintaining face-to-face medical education and clinical placements” falls into the category of audit, and as such, did not require RCSI Research Ethics Committee (REC) approval.” The REC consequently agreed that individual consent was not therefore required. However, students and staff were fully informed and kept up to date about the measures taken and why they were necessary. i.e. to ensure their safety, and in the face of an unprecedented public health emergency.
The overarching RCSI mission during the pandemic was to ensure that students continued their education, that their health and wellbeing as well as that of staff and patients were protected, that there was no interruption in the supply of medical graduates to continue to provide health services, that medical and other staff continued to contribute to the local and national response, and finally that research, including on SARS-CoV-2, continued. This commitment was evident from the huge effort of all staff and led by the ongoing MDT. The total investment by the RCSI in control measures in Dublin, including testing (see below) was €9.3m, compromising €1.2 in capital expenditure and €8.1 in operational expenses.
The compliance rate across direct and graduate entry medicine was 91% over the course of the academic year. Regular, multi-channel, two-way communication with and involvement of students resulted in high adherence to daily health checks, even if these fell somewhat towards the end of the academic year ( Fig 3 ).
https://doi.org/10.1371/journal.pone.0306129.g003
Feedback from students was general positive, with most welcoming the regular screening and supportive interventions, even if the response rate fell over time. The percentage response rate and the number of students (in parentheses) providing feedback for October, November 2020, January, February, March and April 2021 were, 50% (415), 43% (362), 34% (288), 29% (238), 23% (187), and 20% (163), respectively. The overall response rate was 33%.
Many missed the social interactions and suggestions for improvement largely related to access to vaccine, particularly in the latter half of the post-Christmas semester. Counselling referrals for mental health support increased by 23% in 2020 compared to 2019 and self-referral rates increased by 64% over the same period. However, higher levels of self-awareness and self-care, and a greater awareness of the services may in part explain the latter.
There was a lot of effort put in at university level into the responses to students as feedback and providing reassurance were a priority. For example, a “CEO’s video message” went out to students and was linked to the feedback received. In these, negative issues or concerns previously raised were addressed and where possible relevant information provided, as requested by the students. There were also additional communications by email.
Fig 4 outlines some key themes from the feedback in the form of word clouds. This was achieved by conducting a sentiment analysis based on the free texts as described [ 20 ]. Many of the prominent texts indicated positive terms such as well, safe, good and great.
Word clouds of A. positive feedback from medical students with the word COVID removed. B suggestions for improvement from medical students with the word COVID removed.
https://doi.org/10.1371/journal.pone.0306129.g004
Vaccination of healthcare students on clinical sites was prioritised by Irish health authorities from the onset of availability, and medical student vaccination was delivered by hospitals and other clinical sites. By the middle of June 2021, 64% of medical students had been able to secure a vaccine, but for students in the clinical years or attending a scheduled clinical attachment, this rose to 95% of students who had been fully or partially vaccinated. ( Fig 5 ). By the start of the next academic year, i.e. 2021–22, 99% were fully vaccinated.
https://doi.org/10.1371/journal.pone.0306129.g005
We initiated our in-house SARS-CoV2 laboratory in November 2020, although students had been tested since August, using an external laboratory. The total expenditure for testing was €550,000, including €240,000 in staff costs and €220,000 for laboratory consumables. Over the period of testing, just over 22,000 samples were processed, of which 0.79% were positive [ 21 ]. The rate of testing and associated positive cases and a comparison with the local population from the HSE between August 2020 and May 2021 (inclusive) are shown in Fig 6 . Genotyping indicated that the SARS-CoV-2 variants mirrored those in the community [ 21 ].
https://doi.org/10.1371/journal.pone.0306129.g006
We ensured that 693 students in the two senior years completed nearly 15,000 weeks of clinical and experimental learning, across 104 sites, from 28 th September 2020 to 1 st April 2021, with access dipping in January and February 2021, coinciding with the third national surge in Ireland. This was similar to previous years before the pandemic. Students throughout the medical school attended thousands of hours of in-person anatomy practicals, clinical and procedural skills training, case-based sessions and small group tutorials. Innovative simulated ward rounds and patient interactions were delivered on one hospital site and on the main university campus, and with these and other learning outcomes met the equivalent regulatory requirements. Hence, the student learning experience was as equivalent as it could be, given that this all occurred during a pandemic.
The numbers graduating before and during the pandemic were similar, i.e. 314, 321, 334 and 351 in 2018/9, 2019/20, 2020/21 and 2021/22, respectively. The percentage of students that passed the final medical examinations were 98.1%, 98.2%, 98.6% and 98.6% in 2019, 2020, 2021 and 2022, respectively. The percentage that obtained honours (2 nd and 1 st class) were 64%, 79.7%, 70.8% and 71.2% in 2019, 2020, 2021 and 2022, respectively.
Ongoing testing with investigations of clusters and outbreaks in hospitals indicated that no medical student acquired infection during any placements or was a source of nosocomial transmission. Furthermore, no lockdown of any campus facilities was required.
While the pandemic called on huge reserves of resilience and adaptability amongst medical students, their educators and others, our strong view is that medical education involves the acquisition of clinical skills that cannot be fully delivered via distance learning, notwithstanding the huge efforts that others and we made. Hence, face-to-face sessions were deemed essential and desirable. However, some medical schools came up with novel solutions to address various aspects of the curriculum, including online learning through a simulated experience covering primary care and surgery [ 22 – 26 ]. Shin and colleagues developed a virtual case-based general surgery clerkship curriculum in Ohio, USA [ 24 ]. It covered common surgical conditions such as acute cholecystitis, and knowledge scores increased but the authors acknowledge that a significant limitation was the absence of operating theatre experience such as participating in team dynamics and scrubbing [ 24 ]. In London, UK, medical educators piloted placements for 16 students which included rotations in clinical care, research and audit, nursing care and compassionate care. The students responded positively, for example, they valued working collaboratively rather than competitively, and felt that their knowledge of COVID-19 increased and their concerns decreased [ 25 ]. Many of the interventions in all these centers were well received by students with feedback indicating increased knowledge and insight, but the student response was before and after the specific initiative, rather than through a comparison with cohorts of students in previous years. In addition, often the number of students involved in the initiatives was relatively small and or addressed some but not all aspects of clinical training [ 22 , 24 – 27 ]. An interesting perspective from one of our students was that due to the pandemic, some non-urgent patients were not seen, such as in gynaecology, resulting in less exposure to that speciality that might translate in to less consideration of that speciality as a career option after graduation [ 28 ].
Wrighton and Lawrence argued in the summer of 2020, that colleges and universities needed to re-open but that there was no risk-free way to do this and that there might not be a uniform approach [ 27 ]. We adopted a multimodal strategy including barrier-free and accessible COVID-19 testing, timely contact tracing, mandatory IPC procedures, safe in-person learning, clinical placements and simulation, all possible during a pandemic. Data from China earlier on in the pandemic reported high frequency of mask wearing, hand hygiene and working from home as much as possible, amongst medical students, despite the occurrence of anxiety and depression [ 29 ]. This is reassuring as it indicates that students will comply with measures to ensure their own and others’ safety during a crisis.
The interactions between students and educators is crucial. Indeed, the importance of experiencing and contributing to teamwork from a very early stage with inter-professional education is increasingly recognised because it reflects the increasing complexity of the care of many patients (e.g. diabetes mellitus) and because it contributes to safety in the workplace [ 30 ]. Interactions between medical students, their educators and medical doctors contributes to their professional identity formation and socialisation [ 31 ]. Socialisation includes a combination of existing personal identities, the influence of role models and mentors, and both formal and self-assessment, resulting in the student acquiring their professional identity [ 32 ]. However, much of this is restricted if medical education is largely online.
Although circumstances have improved, thus facilitating greater on-site face-to-face experiences, the medical educational community must reflect on and maximise what can be achieved safely on campus [ 32 ]. Medical student vaccination has assisted in this, as they are tomorrow’s doctors and the vaccination of healthcare workers and the residents of long-term care facilities, were prioritised [ 33 ]. Face-to-face interactions were achieved by engagement with students, and by addressing their wellbeing, underpinned by regular testing and tracing, perhaps through rapid and more frequent point-of-care screening and vaccination [ 34 ]. Indeed, medical students themselves understand the need for more education on IPC, including on the wearing of personal protective equipment, and direction on the sourcing of reliable information [ 35 ]. The introduction of PCR testing also, using saliva samples, after these were shown to have a high correlation with the results from NPS, facilitated testing and screening [ 18 , 21 ]. All these measures helped ensure as normal a medical educational experience as possible resulting in the timely graduation of fully educated and competent medical doctors. They will also inform the delivery of medical education during any recurrence and subsequently during any new major transmissible infection emergency.
The limitations of what we describe include the fact that it was a single university/medical school experience, and the lack of a direct comparison group as any student comparisons were made between pre-and post-pandemic cohorts. While much of the data were collected prospectively, some were reviewed retrospectively, e.g. number of face-to-face teaching sessions. Furthermore, the interventions were reactive and not pre-determined given that they occurred during a pandemic, thus making it difficult to determine which aspects were most effective, and which were not so important.
We have outlined the approach of one healthcare university in addressing the challenge of delivering a robust engaged in-person medical education programme throughout the COVID-19 pandemic, including maintaining clinical placements. This was possible because of clear leadership from the top and an effective, agile and responsive MDT that prioritised the student experience. This delivered the equivalent amount of face-to-face teaching to that which occurred before the pandemic. This was achieved by proactive two-way communication with students in which we addressed their health, emotional and social concerns. Other important components included the opening of an additional campus, testing for COVID-19 on-site, the early establishment of a vaccination programme and liaison with public health on contact tracing and related matters. While online education was important, efforts to optimise safe ongoing face-to-face medical education over an extended period of undergraduate education were seen as pivotal in forming the skills and professional identity of the next cohorts of early career medical graduates. The time and expense (€9.3m) were justified by the achievements. While our experience and setting may be different to other institutions elsewhere, our approach may inform and assist others when and if another pandemic or seriously disruptive event occurs.
We thank and acknowledge the contribution and leadership of the RCSI Students’ Unions and other student volunteers in the design and delivery of activities since the start of the pandemic. They gave generously of their time in the co-design and review of plans, and in enhancing participation and engagement of the student body. We thank the Vice-Chancellor/Chief Executive and Deputy Vice-Chancellor for their leadership throughout and all RCSI staff for their commitment, dedication and professionalism during this most challenging of times. Finally, we acknowledge the support and help of all staff in RCSI affiliated hospitals, especially in the delivery of student vaccinations.
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This tool converts PowerPoint presentations (.pptx files) to H5P course presentations. It creates high-resolution PNG images of each slide and packages them into an H5P file format.
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Ppt_to_h5p_converter.
PowerPoint to H5P Converter This tool converts PowerPoint presentations (.pptx files) to H5P course presentations. It creates high-resolution PNG images of each slide and packages them into an H5P file format. System Requirements
Windows operating system Microsoft PowerPoint installed
Installation
Go to the Releases page of this repository. Download the latest ppt_to_h5p_converter.exe file. Save the file to a location on your computer where you have write permissions.
Double-click the ppt_to_h5p_converter.exe file to run the application. Use the GUI to select your input PowerPoint file and specify the output H5P file. Click "Convert" to start the conversion process. Check the output directory for your converted H5P file.
Troubleshooting If you encounter any issues:
Check that you have Microsoft PowerPoint installed and up to date. Ensure you have write permissions in the directory where you're trying to save the H5P file. Look for a ppt_to_h5p_converter.log file in the same directory as the executable. This log file may contain detailed error messages.
If problems persist, please open an issue on this repository with a description of the problem and the contents of the log file. Contributing Contributions, issues, and feature requests are welcome. Feel free to check the issues page if you want to contribute. License This project is licensed under the MIT License - see the LICENSE file for details.
Look to issues as I am getting false positives, plus they are converting a bit big at the moment.
New features.
Resolution Options :
GUI Enhancements :
convert_slides_to_images Function :
convert_ppt_to_h5p Function :
create_gui Function :
COMMENTS
Tips for giving effective presentation feedback. Just like presenting, giving feedback is a skill that takes practice to master. Because every presentation is different, the specific feedback you give will vary, but the following tips can give you a framework for organizing your thoughts and communicating constructive and positive responses to ...
Strong Feedback. "I think your presentation might need a bit of tweaking.". "Your content was solid, but it was a bit too much. Simplify your slides for better structure and make sure to adjust the length of your presentation.". "Trim some sections next time.".
If you notice presentations are deviating off-topic, try to steer it back to the important topic being discussed. 3 things to look for when providing presentation feedback. Presentation feedback can be intimidating. It's likely the presenter has spent a good deal of time and energy on creating the presentation.
Giving feedback on a presentation comes with several key benefits. It promotes growth and builds better presentation skills. No one is born an effective presenter. It takes time, skill, and practice to build public speaking and communication skills to where you can knock a presentation out of the park — every time.
Step 1: Preparation. Before diving headfirst into feedback, take a moment to familiarize yourself with the context of the presentation. Review the presentation material beforehand, focusing on the topic, objectives, and key messages the presenter aimed to convey. Understanding the presenter's goals allows you to tailor your feedback for maximum ...
Create a distraction-free time and space for getting feedback. Ideally both of you should be present, focused, and open. If we're feeling stressed or pressed for time, it's hard to be a good feedback partner. That's why it's wise to tune in to how you're feeling before you schedule a session. Remind the person that you're looking ...
Achievable: The goal of the presentation should be attainable. For example, "Trim your slides to no more than six lines per slide and no more than six words per line; otherwise, you are just reading your slides.". Realistic: The feedback you give should relate to the goal the presenter is trying to achieve. For example, "Relating the ...
Providing vague or unclear feedback that doesn't address the specific issues in the presentation. Using a confrontational tone that may demoralize the presenter. Best Expression: "I appreciate the effort you put into the presentation. It would be helpful to streamline the content for better clarity and precision.
After the presentation you can analyze the result in detail. type in your own feedback questions. choose your rating scale: 1-5 points, 1-6 points, 1-5 stars or 1-6 stars; show your attendees an open text field and let them enter any text they want. Note: SlideLizard is amazing for giving and receiving feedback, but it's definitely not the only ...
An immediate response system, such as providing your audience with a presentation feedback form to fill in and return at the end of the presentation is one way to gauge your performance. You can also encourage audience members to use other methods to provide feedback, such as directly to you through temp email , on social media, or online on ...
Giving Constructive Feedback on Presentations. 1. Positive phrasing - provide a positive framework for the message. Explicitly identify and positively reinforce what was done well Constructive feedback is based on a foundation of trust between sender and receiver. Examine your own motives: be sure your intention is to be helpful, not to show ...
Improves Presentation Skills. Asking for feedback will also help improve your presentation skills. When people are asked to give feedback on a presentation, most of the feedback you will receive will be on your delivery or the slides. You'll receive feedback such as, "You effectively command attention." or, "Your slides could be more ...
Be actionable. Giving students your opinions on their presentation is important, but make sure that you give them a specific action they can do to implement your feedback. Examples of how feedback can be improved with actions is below: Weak pieces of feedback. Stronger pieces of feedback.
1) Discuss what was memorable. Begin your feedback by telling your presenter what you found memorable about his or her presentation. This takes your feedback to big-picture level, which is much ...
Conclusion. Giving honest, fair and constructive feedback can raise the quality of presentations a lot. Feedback is not a judgement—good or bad—but an essential interaction and a learning process. Conferences are events where peers exchange, interact and learn from each other—they're about communicating science.
Sit in a non-defensive posture. It is tempting to cross your arms and to tense up all your muscles when receiving oral feedback. Keep your body open and loose. Staying open helps them to feel like you really want their suggestions and closed arms can equal a closed mind — keep an open body.
Giving some positive presentation feedback examples can help them feel more confident and motivate them to keep improving their presentation skills if you acknowledge their capacity to keep the audience interested. "I just wanted to let you know that your presentation was amazing! You did a fantastic job of keeping the audience engaged, and ...
Check-in. Make an intentional effort to check in with the person on how they're doing in the respective area of feedback. For example, let's say you've given a teammate feedback on their presentation skills. Follow up on how they've invested in building their public speaking skills.
Worse, bad presentations reduce the love of life! 😉. Start with something specific and concrete. For example, you might want to look at the slide's colour scheme. Once you've picked your "point of entry" for feeding back, go for a question. Use an open question, not something Fred can close down with a simple yes/no.
Here are roles I've used for 3-4 people teams: Content - Provide feedback on the content of the presentation. Presentation Skills - Observe and provide feedback on presentation skills and slide design. Timer - Write down the times for each part of the presentation (or video tape it!) If you provide each role feedback guidelines, like a ...
It recommends that when giving feedback, one should be specific, sensitive to the recipient's goals, timely, descriptive, and non-judgemental. When receiving feedback, the recipient should be open-minded, attentive, and avoid making excuses to disregard the feedback. Giving and receiving feedback are skills that improve with practice.
The percentage response rate and the number of students providing feedback from October 2020 to April 2021 was as high as 50%. The overall response rate was 33%. By mid-May, 93-95% of students in the two senior years had had at least one dose of the SARS-CoV-2 vaccine, with 99% fully vaccinated by the start of the next academic year in autumn ...
This tool converts PowerPoint presentations (.pptx files) to H5P course presentations. It creates high-resolution PNG images of each slide and packages them into an H5P file format. - dgcruzing/ppt_to_h5p_converter ... Provide feedback We read every piece of feedback, and take your input very seriously. Include my email address so I can be ...
President Joe Biden and former President Donald Trump faced off during CNN's presidential debate in Atlanta Thursday night.