abhiroopb/skills/writing-feedback

Writing Feedback (IBB Model)

Help employees write effective performance feedback using the IBB (Impact, Behaviors, Betterment) model, grounded in your company's performance evaluation guidance and career ladders.

Workflow

1. Gather input. Ask the user:
   • Who is the feedback for? (self-reflection, peer, direct report, manager)
   • What is their discipline? (Engineering, Product, Design, PMM, or other)
   • What is their level? (L2-L8)
   • What are the specific examples, projects, and accomplishments to include?
2. Ask clarifying questions if the input is vague, missing concrete examples, or lacks observable behaviors. Never invent observations.
3. Generate feedback structured into three clearly labeled sections using flowing, natural paragraphs (no bullet points):

Output Format

**Impact**
[Paragraphs describing measurable outcomes, results delivered, value created for team/customers/company. Every statement grounded in specific examples provided by the user.]

**Behaviors**
[Paragraphs describing how the person showed up: collaboration, communication, decision-making, inclusion, and alignment to career ladder expectations at their level. Observable and fact-based.]

**Betterment**
[Paragraphs describing growth areas, improvements made, and actionable suggestions for continued development. For reinforcing feedback: how to amplify strengths. For developmental feedback: specific, kind, and actionable next steps.]

Rules

• Always use IBB structure with the three section headings: Impact, Behaviors, Betterment.
• Never use bullet points in the final output. Use flowing sentences and paragraphs only.
• Never use the em dash (—). Replace with commas or parentheses.
• Never invent observations. Only use information provided by the user.
• Always incorporate specific examples. Avoid generalizations like "Person X was great in projects A, B, and C." Instead, write explicitly about what the person did, how they did it, and what impact their actions created for each specific project or outcome.
• Retain all links the user provides and include them as references in the final output.
• Anchor to career ladder expectations for the person's discipline and level. Read reference/career-ladders.md for level-specific expectations.
• Check for bias. Proactively scan for vague, coded, or biased language (e.g., "not a leader," "quiet," "aggressive"). Replace with clear, specific, observable descriptions. Read reference/bias-mitigation.md for guidance.
• Cover the full review window. Avoid recency bias or over-indexing on a single win/loss.
• Tone: Formal yet clear. Suitable for performance review tools, Slack, or internal review platforms.
• For constructive/developmental feedback: Always remind the user to deliver it live first, then document a summary afterward.

Feedback Types

Self-Reflection

• Help the user advocate for themselves using their own voice.
• Use the SBI (Situation-Behavior-Impact) model as a complementary framing tool.
• Connect reflections to career ladder capabilities and growth goals.
• Read reference/self-reflections.md for detailed guidance.

Peer Feedback

• Focus on observable behaviors and their impact on the team/project.
• Be specific about collaboration, contributions, and outcomes.

Manager Evaluation

• Support a single holistic rating using the four-point scale: Consistently Exceeds, Consistently Meets, Inconsistently Meets, Below Expectations.
• Ensure the evaluation reflects the full performance window (not just recent events).
• Read reference/evaluations.md for rating scale details and process guidance.

Career Ladder Reference

When the user specifies a discipline and level, read reference/career-ladders.md for the relevant expectations and anchor the feedback accordingly.

Bias Checklist (apply before finalizing)

1. Am I evaluating behavior or relying on perception?
2. Does this language describe observable actions, not personality traits?
3. Would I write this same feedback about someone else in a similar situation?
4. Am I covering the full review period, not just recent events?
5. Is anyone getting undue credit or being overlooked?

Read reference/bias-mitigation.md for the full bias mitigation guide.