Ever since we were born, we have craved attention: we cry for our parents' unconditional love as children. Growing up in school, we look for teachers' appreciation and seek to belong to a group of individuals with similar concerns. Becoming adults, we want to be successful and noticed by others.
In other words, we want to receive and give feedback. This process is vital for the long-term success of any organization… or any relationship for that matter. The strongest companies, like relationships, are built on effective communication.
Feedback represents the exchange of information about the performance of a person or product. Discover how to give feedback to your workforce efficiently using our examples, tips and best practices. Learn why feedback is directly linked to increased morale and productivity.
Employees are the pulse of the organization. They can make or break the working landscape. For many of us, "employee feedback" sparks memories of uncomfortable conversations with unapproachable managers. However, employee feedback has evolved into ongoing listening strategies that build trust between managers and employees in today's world. Regular employee feedback results in significantly higher engagement, with a plethora of benefits.
Employee feedback is becoming a significant point of emphasis. Managers utilize feedback to make workplaces better and recognize their employees by giving them more than the metaphoric pat on the back.
The value of positive employee feedback is obvious. It reinforces the right behaviors, and it is directly linked to increased morale and productivity. Negative employee feedback is equally important. When provided constructively, it reduces unfavorable behaviors and helps employees understand their strengths and weaknesses. The right feedback, given at a critical time, can significantly impact behaviors, skills, careers, and the company's bottom line.
Ongoing employee feedback is the key to moving forward from outdated performance reviews to track employee progress and improve them on time. Such feedback breaks bad habits, reinforces positive behavior, and enables teams to work more effectively toward their goals. One employee's feedback is a survival guide for another.
With more employees working from home, independently, and remotely, building connections between employees and managers is more important than ever. Employee feedback is critical to building these connections.
Feedback represents the exchange of information about the performance of a person or product. This information is the starting point, the purpose being the improvement of that performance. Also, feedback consists of the opinion we present to a person following a specific action taken by this person.
Employee feedback is the process of giving constructive suggestions to employees by their reporting managers, supervisors, and peers. However, this is not restricted here; employee feedback also comprises the employee's feedback to the manager, peers, or the organization.
Employee feedback is an integral part of the employee experience process and a mechanism that will increasingly help employees get better at their job and for the organization to develop a better workplace culture.
When employees start getting feedback, they feel they are part of the company. Employee recognition plays a huge role in boosting performance and maintaining high levels of engagement. It is also one of the manager's best tools and an essential part of organizational communication. When done regularly, feedback stops being a thing to be anxious about and becomes another part of work.
While there are many feedback qualities, we'll be focusing on positive, constructive, and negative feedback:
Feedback represents the most direct way of communicating a reasoned opinion about a person's performance. But, as simple as it might seem, giving feedback is an incredibly complex and intimidating process because of how delicate we are as humans. There are many reasons why managers hesitate to offer feedback to their employees, among which we find:
For feedback to be efficient and reach its goal, it must have three well-defined phases:
I. Analyzing and understanding the employee and what they are doing
Giving feedback from the manager to the employee is a very specific process, performed after objectively analyzing the employee and is oriented towards a particular goal.
Feedback like: "You did good""Good job!"," You need to improve yourself" can be confusing. The employee does not know what exactly has the managers appreciate or what needs improvement. Instead, feedback oriented precisely on a specific action performed at a particular moment by an employee brings value to their activity. The worker feels appreciated and observed, not just a part of a machine; they are an important resource for the company.
Also, the manager should tailor the feedback be to the personality of each employee. For example, some employees feel great when recognized in public, while others prefer receiving positive feedback privately. You will know, at this phase, when you, as a manager, get to know your employees, their personalities, and preferences!
II. Giving the actual feedback
Ideally, the manager provides feedback during a face-to-face meeting outside the office, preferably during a walk or a coffee. Your message is better understood and received if it is accompanied by appropriate body language: smile, keep eye contact, and use appropriate facial expressions and hand gestures.
Keep in mind basic human psychology. People tend to respond better to positive information, so always open your feedback session with praise and then continue with constructive comments. In no way does this mean you have to sugar-coat your opinion, but there is a reason we still use the idiom "take the bitter with the sweet".
The sooner you communicate some of the challenges and problems, the sooner they will investigate them. When reviewing their work, use numbers and data. Embrace the metrics. Please find all the evidence to support your opinion; otherwise, there is little value in it. Be specific about what was done and what was not. The feedback session is useless if it is about hypothetical situations, which are not depending on the recipient of the feedback.
Before ending the session, confirm understanding and establish an action plan. Offer suggestions for improvement and expectations going forward.
III. Follow up on the feedback
Simply delivering the feedback is not enough for a successful session. Monitoring the progress of the ideas and recommendations presented during the session is an essential phase of the feedback.
Whenever someone gives you feedback, flag those notes and follow up at the next meeting. In between meetings, do some serious introspection and see what you can learn from the feedback. Also, consider sharing the feedback with trusted colleagues so you can figure out whether others see your behavior in a similar light. When the next meeting rolls around, let the feedback provider know what you learned from it and how you have worked to change (if that is indeed the case).
Following up shows your employees you have taken their feedback seriously, and it will give you a chance to improve yourself.
It is challenging to work well in a group and be an intuitive, empathetic, and kind person. If you have someone like this on your team, here are some positive feedback examples:
As a manager or leader, do not pass up opportunities to congratulate and celebrate with your employees when they accomplish something extraordinary. Here are a few meaningful positive feedback examples to help you find the right words:
Not all heroes wear capes, just as not all leaders are in a leadership role. Some are regular employees who rise and lead the team when the situation calls for it. For such employees, here are our best picks for the positive feedback examples:
Growth is a crucial part of personal and organizational success. When an employee goes above and beyond to improve their skills and abilities, show appreciation using the following positive feedback examples:
Constructive feedback is a way to guide, suggest, or advise employees and managers to improve the quality of their work, or their team management abilities without throwing harsh opinions. Constructive criticism makes giving feedback less painful, and when used right, it helps employees become the best version of themselves.
Let’s go through main scenarios with examples of employee constructive feedback:
“I truly admire your skills and the enthusiasm you show when dealing with clients. However, I noticed that you have been late to the team meetings for the past couple of months. These meetings are crucial since we discuss the progress and decide on future steps. You must attend these meetings with the same enthusiasm.”
“The quality of your deliverables has been unmatched since you joined the organization. However, I am concerned that your performance has not been up to the mark for the past month. I would like to know why that may be happening and help you get back on track in no time.”
“I wanted to talk to you about your behavior: I have heard that you have been ignoring people and rolling your eyes at them. It seems you are irritated by something personal or professional. Is there something that I can do to help you?”
“Your passion and stamina at work inspire many of us here. However, one thing stopping you from being the best is your lack of good communication skills. If you focus on improving these skills once a week, you can become an even better version of yourself.”
“When it comes to working with motivation and enthusiasm, we cannot think of another name but yours. However, I have noticed that you are not performing as productively as you used to. I am concerned about why that may be happening. If there is anything that any one of us can do to make you perform better, don’t shy away from telling.”
Given below are a few constructive feedback to manager examples:
“I know you are busy and have a lot on your plate. Still, I wanted to talk to you if you could show me a little more direction. It would help me if you could have regular follow-ups. That way, I am sure I will be able to deliver my best and be on track.”
“After thinking for some time, I conclude that I will not be able to work on the latest task you have assigned me. I am working on a different assignment, and I cannot give this project the time it needs. Can we talk about lightening the workload a little bit?”
“I enjoy the sense of accomplishment I get after completing my assigned tasks. But I am concerned that most of my time gets wasted among reports for all the completed tasks that you ask. Would it be possible if I turn in a monthly report of all the completed tasks instead?”
Negative feedback can be hard to handle and, when poorly delivered, unhelpful.
While we have all been on the receiving end of criticism – that uncomfortable conversation often toned down by pleasantries – it is neither easy to give nor to take.
Here are a few examples of negative employee feedback:
“You seem less engaged and motivated, and your morale impacts team members, also. I want to ensure we are all in this together and supporting each other. Is there something going on that I am not aware of? Is there anything I can do to help?”
“I want to talk to you about your work on this last project because your delay impacted the team. I want you to be more proactive in spotting the roadblocks before they impact your delivery next time. How can we make it easier for you to raise the flag on these things?”
“I sensed a tension during our meeting, and I want to address it before impacting our productivity or happiness. We are all working towards the same goal here, and it is okay if we have different ideas on how to get there. What are your main concerns? Let’s schedule a meeting to work towards a collaborative resolution.”
“I wanted to talk to you about what you said during the meeting. You may be frustrated, but you must respect our code of conduct in and out of the workplace. I want to emphasize the importance of prioritizing diversity, a safe and professional environment for everyone. Do you agree?”
Shifting to remote work can make giving feedback more challenging. The lack of in-person interaction and nonverbal communication can create additional concerns when delivering any feedback whether it is positive, constructive, or negative.
“We have all been adapting to this reality differently, and I noticed some of us struggle to maintain the same pace we had before we went remote. I want to figure out what everyone’s unique blockers are, so we can work better together before it starts impacting our performance. What has been challenging for you? Do you have ideas for how the team can be more efficient together?
“I have noticed you are sending emails outside working hours since we switched to remote. I want everyone to have flexibility in their scheduling without negatively impacting the process. What do you find helps you maintain your work-life balance?”
“I realized you take a long time to reply to crucial messages. I know you must stay focused, but I need the team’s help to keep an open line of communication for important messages. Let’s discuss some strategies we can implement to stay connected. What has been your experience with our communication processes since we all work from home?”
“We know that the shift to remote has been challenging for everyone. Thank you for your resilience and commitment while we work from home. I look forward to our continued virtual collaboration!”
In the not-so-distant past, it was easy to schedule lunch or an in-office meeting for a regular or pop-up feedback conversation, where you could make eye contact and evaluate body language. We're in a new world these days. The pandemic necessitates that many leaders and team members are staying away from the office all the time. They rely on a phone call or video tool - but even with video, a huge amount of communication is missing, such as unconscious body language. It may be tempting to take"the easy way out" and take feedback off your to-do list, but avoiding feedback for weeks, months or years is a direct path for making your work a lot harder. Here are several steps to mastering remote feedback:
A. Create and maintain trust
Since you don't see your team members in person, don't have close working conditions, eye contact, or informal conversation's it's important to begin phone contact with them more frequently to build and maintain personal rapport. Call them to chat and ask how they are doing in general. Listen, keep it authentic and share a bit about your own life. This approach helps to make up for a lack of face-to-face communication when it comes time to give feedback. You may notice that it requires a little more attention than when you talk to people in the hallway on a day-to-day basis, but the trust that you build will pay off.
B. Spend more time on goals and priorities
Ask team members what they are focusing on, review their understanding of their goals and help them work through possible conflicting priorities. Find out what is creating delays or problems and have an open-minded conversation about how to proceed. Make it crystal clear when goals have changed and share new information from the management team about what is important this week.
C. Ask them to share their story
Think about a behavioral interview question that you might ask a job candidate. Ask your employees to tell stories about a particular situation: What did they do, step by step? In the case of remote employees, use these descriptive stories like observations of their behavior.
D. Track what people are doing
You may wonder how you can track what employees are doing from week to week; the good news is that doing so can be part of the feedback process. Explore with them how they are handling their assignments and offer positive and corrective feedback, on the approaches they give you and how they are performing in general.
E. Ask for feedback from each of your remote colleagues
Allocate time to solicit employees' feedback, and let them know that you value their suggestions. Thank them for the honesty and acknowledge it's an important point. Ifcan'tcan't think of how or why to implement their feedback (which is unlikely), tell them you want to think about it and develop some ideas on how to implement it before your next meeting. Avoid a quick answer that hurts your mutual trust.
F. See feedback as the best solutions
Instead of seeing it as a chore, see feedback as the fastest route to better business conversations with teams working remotely. They will feel closer to you and your company. You are coaching them. If you handle it well, you will appreciate and respect one another even more, and your employees will be more likely to ask for help and stay on course for better performance.
Make your input count: give factual feedback, based on numbers and data, rather than emotional; examine both sides of an issue.
Make the feedback timely. Don't wait days or weeks to offer input. Be spontaneous. This will ensure that the feedback is relevant and helpful.
Provide advance notification and respect recipient' sent's other priorities: secure recipient' sent's undivided attention, free from distractions. Catch the recipient during a peaceful time of day so that they are emotionally available. Remember, being present is not the same as being there.
Build people up rather than tearing them down: complement people in public; present them shortcomings in private. Avoid shaming or threatening the recipient at all costs.
Focus on the act: base your input on recipients' effort and behavior (what they do) rather than on their personality traits or talent (what they are like).
Encourage meaningful communication rather than just taking turns talking. Make feedback a two-way conversation and give the recipient ample time to respond.
Confirm understanding and establish a plan: make sure you and the recipient are on the same page and offer suggestions for improvement before ending the conversation.
Follow up: establish a specific time to review actions taken and progress being made!
Company communications should always be a two-way street.
The manager can conclude the feedback session by offering the opportunity to the employee to express his opinion, ask questions, and offer feedback.
Getting feedback to your feedback may sound silly at first, but we never get better by ourselves. We always need a new perspective to assess things objectively. Take note of what kind of feedback works and what does not.
Feedback is a tool that can be used unilaterally from top to bottom, from manager to employee, according to the organization chart. Still, in a company that values its employees and their expertise, authentic feedback is bilateral. It is granted in certain contexts and scheduled meetings to improve all employees, no matter their occupation.
In a business where work is based on mutual respect, feedback is well received both by the employee and by the manager. Nevertheless, the practice has shown that the managers tend to receive less feedback as they evolve on the career path.
If the feedback given by the employee is honest and justified, it will undoubtedly be well received by the manager. When receiving the feedback, the manager may not react or react negatively, but if there is a culture of feedback in the company and the manager is a true leader, in the end, he will appreciate the feedback.
Honest and concrete feedback offered by the employee to the manager during a private meeting is beneficial for both and implicitly for the company.
Like any other communication, feedback has a tone that can be informal and formal. Let's see what the difference between these two types of communication is:
While each tone has its advantages and disadvantages, you should expect to see both in the workplace.
The practice has shown that giving positive feedback to your employees brings many more benefits than simple recognition and a pleasant working environment. Employees receiving constant feedback from managers feel involved and motivated, and their work gets appreciated.
Giving positive feedback has numerous proven benefits, including:
Although it seems complicated to quantify, the statistics demonstrate the importance of feedback in a company. That is why now is the right moment to start building a culture of the feedback given in impromptu moments, using the best practices.
The easiest answer would be "Whenever it is deserved". However, when we talk about humans, nothing is easy.
When delivered in a thoughtful and empathetic manner, employee feedback has the power to enhance the relationship between you and your people.
While organizations vary widely and have different ways of providing employee feedback, the following examples offer some guidance managers can use in providing the most beneficial feedback.
The positive feedback mechanism is perhaps one of the most impactful ways to make employees feel valued and that their contributions matter. It is also a foolproof way to connect, build rapport, and strengthen relationships with your employees or team members.
Timely feedback can mean the difference between an engaged and disengaged employee. When you see someone doing a good job, express your appreciation immediately. Here are some positive feedback examples to inspire you:
Wrap up
Giving feedback whenever is necessary can be challenging even for the most experienced managers. But it should be in the DNA of every company that wants balanced employees and a pleasant working environment, based on trust and communication between employees and managers.
It would be absurd to believe that financial rewards are not desired, but these are harder to access. That is why feedback is so efficient, can be delivered almost immediately, and the results can be observed in the attitude of the employees.
Feedback is the shortest route from words to results!
Automate your PTO tracking with the easy to use cloud-based HR software.
Easy set-up ● No contracts required ● No credit cards