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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.

  • Kurs
  • Kanada
  • Pytania: 97
  • Sprawdzono 13 października 2026
  • Fakty sprawdzone 13 października 2026

W skrócie

Ten bezpłatny kurs obejmuje około 150 minut lekcji, quizy tematyczne bez limitu czasu (liczba: 6, łącznie 97 pytań) oraz końcowy test na czas z 35 losowo wybranymi pytaniami. Uzyskaj co najmniej 80% w teście końcowym, aby pobrać zaświadczenie o ukończeniu (prywatne, nieakredytowane). Sprawdzono z oficjalnymi źródłami 13 października 2026.

Zacznij od lekcjiGiving Feedback and Coaching Course: Lessons: ok. 150 min czytania. Każde pytanie testowe jest omówione w lekcjach.

Czego się nauczysz

  • 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

Uzyskaj co najmniej 80%, aby pobrać certyfikat.

Twój plan nauki

Przeczytaj każdą lekcję, rozwiąż quiz tematyczny (bez limitu czasu, z wyjaśnieniami), a potem końcowy test na czas. Za każdym razem losowany jest nowy zestaw pytań. Postęp zapisuje się w tej przeglądarce.

  1. Przeczytaj lekcjeLekcje: 6, około 150 min
  2. Quiz tematyczny 1: Specific, behaviour-based feedbackPytania: 16
  3. Quiz tematyczny 2: Timing, setting and two-way deliveryPytania: 16
  4. Quiz tematyczny 3: Recognizing good work and correcting problemsPytania: 16
  5. Quiz tematyczny 4: Coaching conversations with the GROW modelPytania: 17
  6. Quiz tematyczny 5: Difficult conversations and documentationPytania: 16
  7. Quiz tematyczny 6: Inclusive and respectful languagePytania: 16
  8. Egzamin końcowyPytania: 35, 35 min · Co najmniej 80%

Quiz tematyczny 1: Specific, behaviour-based feedback

  1. Pytanie 1 z 16

    Which comment describes behaviour rather than personality?
    Pokaż odpowiedź

    Odpowiedź: 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. Pytanie 2 z 16

    What is a quick test for whether a comment describes behaviour?
    Pokaż odpowiedź

    Odpowiedź: 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. Pytanie 3 z 16

    Why are labels such as "rude" or "lazy" poor feedback?
    Pokaż odpowiedź

    Odpowiedź: 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. Pytanie 4 z 16

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

    Odpowiedź: 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. Pytanie 5 z 16

    Which is the best way to begin feedback with the "situation" part?
    Pokaż odpowiedź

    Odpowiedź: 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. Pytanie 6 z 16

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

    Odpowiedź: 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. Pytanie 7 z 16

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

    Odpowiedź: 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. Pytanie 8 z 16

    Which feedback gives the clearest next step?
    Pokaż odpowiedź

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

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

  9. Pytanie 9 z 16

    Which statement guesses at a motive instead of describing behaviour?
    Pokaż odpowiedź

    Odpowiedź: 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. Pytanie 10 z 16

    Why is "Great job!" less useful than it could be?
    Pokaż odpowiedź

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

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

  11. Pytanie 11 z 16

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

    Odpowiedź: 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. Pytanie 12 z 16

    Which phrase speaks for yourself instead of relying on unnamed sources?
    Pokaż odpowiedź

    Odpowiedź: 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. Pytanie 13 z 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?"

    Pokaż odpowiedź

    Odpowiedź: C. Part 3

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

  14. Pytanie 14 z 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?"

    Pokaż odpowiedź

    Odpowiedź: D. Part 4

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

  15. Pytanie 15 z 16

    What does it mean to link feedback to a standard?
    Pokaż odpowiedź

    Odpowiedź: 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. Pytanie 16 z 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?
    Pokaż odpowiedź

    Odpowiedź: 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.

Co warto wiedzieć przed egzaminem

  • 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.

Najczęściej zadawane pytania

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.

Czy zaświadczenie jest akredytowane lub oficjalnie uznawane?

Nie. To prywatne zaświadczenie o ukończeniu, wyłącznie dla Twojej wiedzy. Nie jest uznawane, akredytowane ani zatwierdzone przez żaden rząd, organ licencyjny, regulatora ani instytucję edukacyjną i nie zastępuje żadnej licencji, certyfikacji ani szkolenia wymaganych przez prawo.

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