F

"Feedback"

How To Provide Feedback That Has an Impact
From Susan M. Heathfield,

Make your feedback have the impact it deserves by the manner and approach you use to deliver feedback. Your feedback can make a difference to people if you can avoid a defensive response.
Difficulty: Hard
Time Required: Depends on the situation.
Here's How:
Effective feedback is specific, not general. (Say, "The report you turned in yesterday was well-written, understandable, and made your points about the budget very effectively." Don't say, "good report.")
Effective feedback always focuses on a specific behavior, not on a person or their intentions. (When you held competing conversations during the meeting, when Mary had the floor, you distracted the people in attendance.)
The best feedback is sincerely and honestly provided to help. Trust me, people will know if they are receiving it for any other reason.
Successful feedback describes actions or behavior that the individual can do something about.

Whenever possible, feedback that is requested is more powerful. Ask permission to provide feedback. Say, "I'd like to give you some feedback about the presentation, is that okay with you?"
Effective feedback involves the sharing of information and observations. It does not include advice unless you have permission or advice was requested.
Effective feedback is well timed. Whether the feedback is positive or constructive provide the information as closely tied to the event as possible.
Effective feedback involves what or how something was done, not why. Asking why is asking people about their motivation and that provokes defensiveness.
Check to make sure the other person understood what you communicated by using a feedback loop, such as asking a question or observing changed behavior.
Effective feedback is as consistent as possible. If the actions are great today, they're great tomorrow. If the policy violation merits discipline, it should always merit discipline.
Tips:
Feedback is communication to a person or a team of people regarding the effect their behavior is having on another person, the organization, the customer, or the team.
Positive feedback involves telling someone about good performance. Make this feedback timely, specific, and frequent.
Constructive feedback alerts an individual to an area in which his performance could improve. Constructive feedback is not criticism; it is descriptive and should always be directed to the action, not the person.
The main purpose of constructive feedback is to help people understand where they stand in relation to expected and/or productive job behavior.
Recognition for effective performance is a powerful motivator. Most people want to obtain more recognition, so recognition fosters more of the appreciated actions.

How To Receive Feedback With Grace and Dignity
From Susan M. Heathfield,
Your Guide to Human Resources.
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Interested in hearing about how others view your work? Make it easy for them to tell you. If they think you'll appreciatively consider their feedback, you'll get lots more. And, that is good, really.
Difficulty: Hard
Time Required: Depends on the situation.
Here's How:
Try to control your defensiveness. Fear of hurting you or having to deal with defensive or justifying behavior make people hesitant to give feedback to another person.
Listen to understand. Practice all the skills of an effective listener including using body language and facial expressions that encourage the other person to talk.
Try to suspend judgment. After all, in learning the views of the feedback provider, you learn about yourself and how your actions are interpreted in the world.
Summarize and reflect what you hear. Your feedback provider will appreciate that you are really hearing what they are saying. You are ascertaining that you 'are' really hearing.

Ask questions to clarify. Focus on questions to make sure you understand the feedback.
Ask for examples and stories that illustrate the feedback, so you know you share meaning with the person providing feedback.
Just because a person gives you feedback, doesn't mean their feedback is right. They see your actions but interpret them through their own perceptual screen and life experiences.
Be approachable. People avoid giving feedback to grumpies. Your openness to feedback is obvious through your body language, facial expressions, and welcoming manner.
Check with others to determine the reliability of the feedback. If only one person believes it about you, it may be just him or her, not you.
Remember, only you have the right and the ability to decide what to do with the feedback.
Tips:
Try to show your appreciation to the person providing the feedback. They'll feel encouraged and believe it or not, you do want to encourage feedback.
Even your manager or supervisor finds providing feedback scary. They never know how the person receiving feedback is going to react.
If you find yourself becoming defensive or hostile, practice stress management techniques such as taking a deep breath and letting it out slowly.
Focusing on understanding the feedback by questioning and restating usually defuses any feelings you have of hostility or anger.
If you really disagree, are angry or upset, and want to dissuade the other person of their opinion, wait until your emotions are under control to reopen the discussion.

G

"Garnishment"

A garnishment is a means of collecting a monetary judgment against a defendant by ordering a third party (the garnishee) to pay money, otherwise owed to the defendant, directly to the plaintiff.

Wage garnishment, the most common type of garnishment, is the process of deducting money from an employee's monetary compensation (including salary) as a result of a court order. Such payments are limited by federal law in the United States to 25 percent of the disposable income that the employee earns. Garnishments can be taken for any type of debt but common examples of debt that result in garnishments include:

child support
taxes
Unpaid Court Fines
any other type of money judgment

Garnishments are taken as part of the payroll process. When processing payroll, sometimes there is not enough money in the employee's net pay to satisfy all of the garnishments. In such a case, the correct order to take a garnishment must be satisfied. For example, in a case with federal tax, local tax, and credit card garnishments, the first garnishment taken would be the federal tax garnishments, then the local tax garnishments, and finally, and garnishments for the credit card.

The other type of garnishment, also known as attachment, requires the garnishee to deliver all the defendant's money and/or property in the hands of the garnishee at the time of service of process to the court, to be paid over to the plaintiff. Since this type of garnishment is not continuing in nature, but is not subject to the type of restrictions that apply to wage garnishment, it is most often used against banks, or other persons or companies that incur liquidated obligations in the regular course of business.

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