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Giving Feedback and Coaching Course 2026

This course is for supervisors, team leads and anyone who gives feedback at work in Canada. It covers specific, behaviour-based feedback, timing, recognizing good work, correcting problems, coaching with the GROW model, difficult conversations, documentation and respectful language, with examples from retail, hospitality, offices and security. Each topic has a short lesson and an untimed quiz, followed by a timed 35-question final assessment; score 80% or more to earn a Certificate of Completion.

  • Course
  • Canada
  • 97 questions
  • Checked October 13, 2026
  • Fact-checked October 13, 2026

Quick answer

This free course has about 150 minutes of lessons, 6 untimed topic quizzes (97 questions in all) and a timed final assessment of 35 questions drawn at random. Score 80% or more on the final assessment to download a certificate of completion (private, not accredited). Checked against official sources on October 13, 2026.

Start with the lessonsGiving Feedback and Coaching Course: Lessons: about 150 minutes of reading. Every test question is covered in the lessons.

What you will learn

  • Give specific, behaviour-based feedback using situation, behaviour, effect and next step
  • Choose the right time, place and channel for positive and corrective feedback
  • Recognize good work in a way that is specific, fair, timely and sincere
  • Give clear, private and respectful corrective feedback focused on change
  • Lead a coaching conversation with the GROW model and agree on actions that can be checked
  • Prepare for difficult conversations and write short, factual records
  • Use inclusive, respectful language and apply the same standards to everyone

Score 80% or more to download your certificate.

Your study plan

Read each lesson, take its topic quiz (untimed, with explanations), then the timed final assessment. A new mix of questions is drawn every time. Your progress is saved in this browser.

  1. Read the lessons6 lessons, about 150 min
  2. Topic quiz 1: Specific, behaviour-based feedback16 questions
  3. Topic quiz 2: Timing, setting and two-way delivery16 questions
  4. Topic quiz 3: Recognizing good work and correcting problems16 questions
  5. Topic quiz 4: Coaching conversations with the GROW model17 questions
  6. Topic quiz 5: Difficult conversations and documentation16 questions
  7. Topic quiz 6: Inclusive and respectful language16 questions
  8. Final exam35 questions, 35 min · Score 80% or more

Topic quiz 1: Specific, behaviour-based feedback

  1. Question 1 of 16

    Which comment describes behaviour rather than personality?
    Show answer

    Answer: A. You left the stockroom door unlocked after your break.

    Behaviour is what someone said or did that others could see or hear. Labels like careless or lazy are judgments.

  2. Question 2 of 16

    What is a quick test for whether a comment describes behaviour?
    Show answer

    Answer: D. A camera could have recorded it.

    If a camera could have recorded it, it is behaviour. If not, it is probably a judgment or a guess.

  3. Question 3 of 16

    Why are labels such as "rude" or "lazy" poor feedback?
    Show answer

    Answer: C. They judge the person and don't say what to change.

    Personality labels make people defensive and give them nothing specific to change.

  4. Question 4 of 16

    In the four-part pattern (situation, behaviour, effect, next step), what does the "effect" part explain?
    Show answer

    Answer: B. Why the behaviour matters to customers, the team or safety

    The effect explains why the behaviour matters, such as its result for customers, the team or safety.

  5. Question 5 of 16

    Which is the best way to begin feedback with the "situation" part?
    Show answer

    Answer: A. "At last night's 11 p.m. shift change..."

    The situation part says when and where. The other openings judge the person or exaggerate.

  6. Question 6 of 16

    A supervisor says, "You always mess up the cash count." What is the main problem with this?
    Show answer

    Answer: B. "Always" is rarely true and starts an argument.

    Words like always and never are rarely accurate, so the person argues about them instead of changing.

  7. Question 7 of 16

    A hotel manager hears from a coworker that a room attendant is rude to guests. What should the manager do before giving feedback?
    Show answer

    Answer: A. Check the facts and find specific examples

    If you only heard about a problem, check the facts first. Rumours and unnamed complaints are not fair feedback.

  8. Question 8 of 16

    Which feedback gives the clearest next step?
    Show answer

    Answer: B. "Please write the time of each round in the log."

    A clear next step says exactly what to do from now on.

  9. Question 9 of 16

    Which statement guesses at a motive instead of describing behaviour?
    Show answer

    Answer: B. "You don't care about our guests."

    You cannot see why someone acts as they do. "You don't care" is a guess about motive; the others describe what happened.

  10. Question 10 of 16

    Why is "Great job!" less useful than it could be?
    Show answer

    Answer: B. It does not say which actions to repeat.

    Specific praise tells the person exactly what to keep doing. "Great job" does not.

  11. Question 11 of 16

    A grocery supervisor has five problems to raise with a new clerk. What is the better approach?
    Show answer

    Answer: A. Focus on the one or two most important points.

    One or two points at a time are easier to act on than a long list.

  12. Question 12 of 16

    Which phrase speaks for yourself instead of relying on unnamed sources?
    Show answer

    Answer: C. "I noticed the coffee station was empty at 10 a.m."

    Speaking for yourself ("I noticed...") is fair and specific. "Everyone says" is vague and can't be checked.

  13. Question 13 of 16

    Read the feedback. Which sentence part is the "effect"?

    A kitchen supervisor said this to a cook:

    (1) "At Tuesday's lunch rush, (2) you left the walk-in cooler door open for about 15 minutes. (3) The temperature went above the safe limit, and we had to throw out two cases of chicken. (4) Please close the door every time. Would a door alarm help?"

    Show answer

    Answer: C. Part 3

    Part 3 explains why the behaviour mattered: unsafe temperature and wasted food.

  14. Question 14 of 16

    Read the feedback. Which sentence part is the "next step"?

    A kitchen supervisor said this to a cook:

    (1) "At Tuesday's lunch rush, (2) you left the walk-in cooler door open for about 15 minutes. (3) The temperature went above the safe limit, and we had to throw out two cases of chicken. (4) Please close the door every time. Would a door alarm help?"

    Show answer

    Answer: D. Part 4

    Part 4 says what to do from now on and asks a question about support.

  15. Question 15 of 16

    What does it mean to link feedback to a standard?
    Show answer

    Answer: B. Pointing to the policy or procedure the work should meet

    Linking to a standard means naming the policy, procedure or post orders, not comparing people with coworkers.

  16. Question 16 of 16

    An office manager says: "Your report was late again. You obviously don't take this job seriously." Which version keeps the facts and removes the judgment?
    Show answer

    Answer: C. "The report was due Friday at noon and came Monday. What got in the way?"

    It states the facts (due date and arrival) and asks a question instead of guessing at the person's motives.

What to know before the test

  • CCOHS lists recognition and reward as a psychosocial factor at work: employees' efforts are acknowledged and appreciated in a fair and timely manner.
  • CCOHS describes psychological protection as employees feeling able to ask questions, seek feedback, report mistakes and problems, or propose new ideas without fearing negative consequences.
  • CCOHS lists clear leadership and expectations as a psychosocial factor: leadership and support that help employees know what they need to do and how their work contributes.
  • CCOHS notes that offering constructive feedback, guidance or advice about work-related behaviour is not considered bullying, and neither is reasonable management of performance.
  • The federal public service's performance management program lists continuous feedback and coaching, and employee recognition, as activities throughout the year.
  • The Government of Canada's Guidelines for Inclusive Writing have five main principles, including respecting people's wishes and writing clearly and effectively.
  • When writing to or about someone, the Language Portal of Canada advises using the person's specified courtesy title and pronouns.
  • The Canadian Human Rights Act lists prohibited grounds of discrimination, including race, colour, religion, age, sex, sexual orientation, gender identity or expression and disability.

Frequently asked questions

What is the Certificate of Completion, and what is it not?

It shows that you finished this course and scored at least 80% on the final assessment. It is not an accredited qualification, a professional coaching credential, or a vendor, employer or government certification.

How does the final assessment work?

It has 35 questions drawn at random from the course question bank, with a 35-minute time limit. You need 80% (28 of 35) to pass, and each attempt gives you a new mix of questions.

Do I need to be a supervisor to take this course?

No. It is written for supervisors and team leads, but anyone who gives feedback to coworkers, trains new staff or wants to grow into a leadership role can use it.

Is GROW the only coaching model?

No. GROW (Goal, Reality, Options, Way forward) is one common, simple model. The course uses it because it is easy to remember and works for short workplace conversations.

Does this course replace my employer's HR or discipline process?

No. Harassment complaints, discipline and human rights issues have set steps. Always follow your employer's policies and talk to your manager or human resources when you are unsure.

Is the certificate accredited or officially recognised?

No. It is a private certificate of completion for knowledge only. It is not recognised, accredited or approved by any government, licensing body, regulator or educational institution, and it does not replace any licence, certification or training required by law.

Sources

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