Supervisors who evaluate staff members' performances often do not have first hand information concerning those performances. Consequently, the staff member is sometimes not aware of what caused a person's success or failure. In order to give constructive feedback to an employee, a supervisor or another colleague could observe the staff member at meetings, in group counseling sessions, or in advising sessions. The goal of such observations would be to help staff improve listening, speaking, questioning, interpersonal, and organizational skills. Observation has been previously used in faculty development. This process can be adapted for professional staff by using voluntary participation by staff who, after training, would become consultants for each other. In a sample process, an observer takes non-evaluative notes on a meeting which include content, process, questions asked, responses from staff, and who talked. Follow-up discussions between observer and observed are then held. Observer consultants could be training during a workshop which explains the qualities of an effective worker, defines the helping relationship, and teaches observation techniques. (ABL)