CEDAR: a key topic for the Managing and Appraising Performance assignment

Are you looking to turn over a new leaf when it comes to managing and appraising the performance of your team? 

If so, our Managing and Appraising Performance course will inspire you to carry out some root and branch reform with the use of proven tools and techniques to get the best out of your team. 

A key model explored on the course, which can be used in the related ILM assignment when discussing effective feedback, is the CEDAR model. 

The CEDAR model 

This model was created in 2003 by Anna Wildman, who was then KPMG’s Global Director for Learning and Development. The model provides a simple five-step plan to deliver motivational feedback while enabling honest, professional and respectful one-to-one discussions. 

CEDAR stands for: 

• Context: The feedback session should open with a mutual understanding of the circumstances in which the events to be discussed took place. (For example: “When we were under pressure last week you stepped in to sort things out.” Or: “During the second week of this month our response times dipped.”  

• Examples: Next, use concrete examples to illustrate the points you want to make. This avoids vagueness and ensures clarity. (For example: “The number of your outgoing telephone calls increased by 50% and you worked late on three occasions to get on top of things.” Or: “It’s the first time this year you haven’t met your response targets; they’ve dropped by 20%.” 

• Diagnosis: Having set the scene, you can now move onto a discussion of what happened, jointly exploring the situation and what the outcome was. Make sure you ask for their views and listen carefully. 

• Actions: Discuss and agree how things will be done in future to resolve any issues or potentially make further improvements. Agree on any support that will be required.  

• Review: Set a clear mutually agreed date to review progress. 

There are some key guidelines to follow when using the CEDAR model: 

• It should focus on behaviours/actions that can be changed to make improvements, not the individual’s personality traits. 

• Poor performance can be caused by a number of factors: there are two sides to every story, so keep an open mind. 

• CEDAR feedback must be carried out on a one-to-one basis. 

When writing the ILM assignment associated with this course, you will be required to describe how to provide effective feedback. CEDAR is one of a number of models you can choose to discuss. 

Find information, contact details and resources to support your ILM studies. 

The CEDAR model is explored in our Managing and Appraising Performance course. This one-day Level 3 course is aimed at managers who want to put in place consistent performance assessment methods with clear goals and targets and meaningful feedback for the advantage of both employees and the organisation.