Use coaching feedback

Coaching & Learning connects feedback to original communication evidence. Recruiters work with their assigned feedback; owners and managers can review the team and manage feedback.

1. Read the context

Open Coaching & Learning. Review the relevant communication snapshot, evidence window, and available sample size. Calls, minutes, engagement, and sentiment provide context for a conversation, not a ranking of people.

2. Review the feedback and source

In Feedback actions, open the item and inspect its guidance, practice plan, target date, and source when present. Return to the original interaction before discussing or acting on the feedback.

3. Acknowledge and start

Only the assigned recruiter acknowledges their feedback. After acknowledgment, the assigned recruiter can start the work and add a practice note through the available controls. Feedback must be acknowledged before moving from assigned to in progress.

4. Complete the review

An owner or manager marks feedback complete after checking the coaching action. Recruiters cannot complete feedback themselves. Completed feedback cannot be reopened through the status update workflow.

Find a missing item

Check the All, New, Acknowledged, In progress, and Completed filters. Recruiters remain limited to their own feedback. If a status update fails, read the error and confirm the current state before retrying.

Keep employment decisions in the agency's human review process. Communication indicators alone should not determine selection, discipline, compensation, or termination.

Start with the behavior to discuss

Choose a specific communication practice that the evidence supports. For example, a fictional coaching action might ask a recruiter to confirm the candidate's unanswered start-date question before promising a next step. A broad instruction to “improve engagement” gives the recruiter little guidance about what to do differently.

Read the original interaction together when appropriate. Separate what the recruiter said from what the candidate or client said, and check whether the source includes enough context. A short excerpt can omit a later clarification, so avoid building feedback on an isolated phrase when the full interaction is available.

Interpret the communication snapshot carefully

Review the evidence window and analyzed sample alongside call counts, minutes, or other indicators. Differences in desk, channel, workload, and available evidence can affect the snapshot. A low or high indicator does not establish the reason for an outcome and should not substitute for reading the actual communication.

Use those indicators to identify a discussion question. Then ground the feedback in a reviewed example and a concrete practice action. Keep selection, compensation, disciplinary, and other employment decisions within the agency's separate human review process.

Work through acknowledgment and practice

The assigned recruiter should read the guidance, target date, and source before acknowledging the item. Acknowledgment records that step in the workflow; it does not establish that the practice action is complete. After acknowledgment, the recruiter can start the work and use the available practice-note control.

A useful practice note describes what was tried and what evidence should be reviewed next. Avoid unsupported claims such as a promised productivity improvement. If the instruction is unclear or the source is unavailable, ask the manager to clarify it before treating the task as completed work.

Complete the manager's review

An owner or manager checks the coaching action before marking feedback complete. Recruiters cannot complete their own feedback through this workflow. Because completed feedback cannot be reopened through status updates, inspect the item carefully before recording completion and use the agency's process if further coaching is needed later.

If a status change fails, check the current state and assigned person. The New, Acknowledged, In progress, and Completed filters can help locate an item that moved out of the current view. Report persistent errors with the feedback reference, attempted transition, and approximate time. Keep the source conversation within its authorized audience when asking for help.