Rubrics offer guidelines for criteria that can provide structure to Social Assessment feedback.
While Social Assessment provides an immediate and highly relevant and personalized format for soliciting and receiving regular feedback from peers, managers, and mentors, the art of delivering good feedback is another matter altogether. That’s where rubrics come in handy.
Many people struggle with giving and receiving feedback. In a 2016 study, when asked why they didn’t want to give employees feedback, 43% of female managers and 35% of male managers said they were “concerned about seeming mean or hurtful,” and one-quarter of managers surveyed were concerned that employees would no longer like them. Only 17% of millennials say they receive meaningful feedback. Not only that, it’s difficult for employees to know what to do with feedback when they get it if there’s no clear picture provided for how to improve.
Properly given, feedback can transform employees into high-performers, but when it’s improperly framed, poor feedback can undermine employee/employer relationships and actually drive people to the door. The trick to properly framing feedback in Social Assessment is adding structure to the assessment part.
What is a rubric?
Rubrics have long been used in the education world as an assessment instrument, offering guidelines for scoring and assessment criteria. They can be leveraged in the corporate world as well to provide structure to the Social Assessment feedback framework by ensuring a fair, consistent, and effective process of assessment. Not only should rubrics clearly set expectations around employee performance, they should also allow assessors—managers, mentors, experts, and peers—to collect quantifiable information that demonstrates iterative employee improvement over time and enables them to provide relevant, constructive feedback on employee performance.
How to build a rubric
Every rubric should be unique and entirely dependent on the activity, task, or role being assessed. Here are six standard guidelines for creating a rubric one can follow.
- Think of a job responsibility (perhaps an essential job function) for the employee.
- List all the steps/tasks associated with that responsibility.
- Prioritize the above, from highest to lowest, based on importance.
- Decide on the type of rubric to be used:
- Simple point addition/deduction
- Grid system with narrative
- More detailed with Likert-type scale
- Much more detailed (combination of above)
- Depending on the rubric, identify major areas of assessment.
- Assign point values and final point value.
Using these guidelines, you can create a rubric that will help you to unlock the full power of your Social Assessment feedback so you can effectively improve your employees’ performance over time.
Watch this video to learn how you can use the Rubrics tool in Brightspace, a key component of D2L’s new Magenta Release for corporate learning.
Read our ebook “Social Assessment™: New Ways of Learning, A Modern Framework for Feedback” to learn more about Social Assessment and how to use it in the workplace.