Here's how you can give feedback that is well-received and not taken personally.

I'm sure many of us have been on the receiving end at some point in our careers. I recommend taking into account the recipient's current workload and emotional state. For example, if an employee is dealing with a high-stakes project deadline, it is best to wait until they have had a chance to decompress. This ensures that they are mentally prepared to engage in a constructive dialogue, making your feedback more impactful and well-received.

Timing is everything when delivering feedback. You want to ensure that the recipient is in the right frame of mind to receive it. This means avoiding times of high stress or right after a project's completion when emotions might be running high. Instead, schedule a meeting at a time when both of you can have a focused, uninterrupted conversation. This shows respect for the other person's time and mental space, which can make them more receptive to what you have to say. Choosing the right moment helps facilitate a constructive and open dialogue, enhancing the effectiveness of your feedback and the likelihood of a positive outcome.

To give feedback that is well-received and not taken personally, start by choosing the right time and setting for the conversation. Use a positive and supportive tone, and begin with what the person is doing well. Be specific and objective about areas needing improvement, focusing on behaviors and actions, not personal attributes. Offer constructive suggestions and support for how they can improve. Encourage an open dialogue, allowing them to ask questions and share their perspective. End on a positive note, reaffirming your confidence in their abilities. This approach ensures the feedback is seen as helpful and motivating.

A pleasant introduction conveys gratitude and establishes a cordial tone. The recipient becomes more open to the subsequent feedback as a result. Use "I noticed" or "I found that could be better" in place of saying "You did wrong." This puts the problem, not the individual, front and center. Making recommendations or proposing to work together demonstrates your commitment to a successful result.

Delivering feedback that is well-received and doesn't feel personal is akin to navigating a potluck dinner where you're introducing a new dish. You want to present it in a way that piques curiosity and blends well with everyone's tastes. Start by describing its unique flavor (specific observations), ensure it's served with a side of encouragement (supportive tone), and invite others to dig in (open dialogue). By making it engaging and approachable, like unveiling a surprising yet delightful dish, you create a positive atmosphere where feedback is embraced rather than feared. In my experience, this helps to keep the conversation grounded and factual. It's important to create an open space for dialogue.

While sharing feedback, we need to be proactive and provide constructive and detailed feedback to the candidates. Specify on where they did well, what is missing, where is the gap and how can they pick it up. This will help them to understand the key areas and prepare themselves to upskill, get more experience and do better next time. Candidates welcome constructive feedback by we need to look at the approach and what we are sharing as feedback.

General comments can be confusing and unhelpful. When giving feedback, be as specific as possible about what actions or behaviors need addressing. Instead of saying "You need to be more proactive," provide clear examples of situations where a more proactive approach could have been beneficial. This specificity not only makes your feedback more actionable but also helps prevent the other person from feeling like they are being attacked personally. Clear, concrete examples make it easier for the recipient to understand the feedback and implement the necessary changes, ultimately leading to better performance and development.

Being specific in feedback addresses concrete behaviours, not the person’s character. Philosophically, it respects the individual’s inherent worth by focusing on actions, not identity. Specificity removes ambiguity, making the feedback clear and actionable. This precision fosters understanding and improvement, avoiding generalized criticism that can feel personal and lead to defensiveness. By being specific, we honour the principle of clarity, promoting constructive and respectful dialogue.

Be Specific and Objective: Focus on specific behaviors or outcomes rather than personality traits. For example, instead of saying "You're disorganised," you might say, "I noticed that the last few reports had some errors that might have been overlooked due to a tight schedule. Maybe we could review them together beforehand?"

It's crucial to focus on behaviors rather than personal traits when giving feedback. Discussing someone's actions or work performance is less likely to be taken personally than comments that can be interpreted as questioning their character or intelligence. For example, instead of saying "You're disorganized," you might say, "I've noticed that deadlines have been missed, which suggests that a new approach to scheduling might be helpful." This approach keeps the feedback objective and constructive, making it easier for the recipient to understand and act on the feedback without feeling attacked.

Starting feedbacks by using "I" is not enough and can even make things worse! Like: "I think you didn't do that well..." sounds accusatory. Here is my protocol: 1. Build Trust by Showing Vulnerability: Share a relevant personal story to connect on a human level. 2. Name the Problematic Situation: Clearly describe the specific behavior or action that was an issue. 3. Explain How You Felt: Share your feelings non-accusatorily to illustrate the impact. 4. Propose an Alternative Way: Suggest a constructive approach for the future and invite collaboration. Example: "I was once in a tricky situation where XXX happened. When I saw XXX here, it brought up similar feelings of concern. Maybe we could try doing XXX instead. What do you think?"

Using "I" statements in feedback is vital because it makes the conversation less accusatory and more personal. Saying "I noticed" or "I feel" shows you are sharing your perspective, reducing defensiveness. This ownership emphasizes that the feedback is your view, not an absolute fact, fostering open dialogue. "I" statements help create a constructive environment, making feedback feel more like a collaborative discussion rather than criticism. This approach encourages mutual understanding and growth.

Feedback should be shared in a way which can help others. Provide solutions while sharing the feedback on gaps as improvement areas and how they can get through them. Suggest some solutions like enrolling in some courses, getting mentored for their career development. Anyone would be happy to receive such feedback and improvise themselves.

Feedback No. 1 Rule: Always ask before giving feedback. Unsolicited advice can backfire. Here's why: - Respect their space: Asking shows respect for their perspective. - Readiness matters: They might not be ready to hear it. - Builds trust: This approach fosters a culture of openness and trust. Remember, effective feedback is a dialogue, not a monologue.

As recruitment consultants we naturally should provide some piece of advice or recommendation, especially on a request. As long as we are involved in both domains: the candidates and the clients, we are aware of the ongoing changes, recent trends and perspectives to come. This awareness can add value to the feedback we give either to candidates, or clients. It goes without saying, that there always are the principals of confidentiality, privacy, ethics, relevance etc to be considered in the first place before sharing recommendations here and there.

Sensitivity in Delivery: Delivering feedback requires sensitivity for maximum impact, emphasizing the importance of appropriate messaging and tone. Clarity in Messaging and Tone: HR professionals, not interacting with everyone directly, I prefer to conduct feedback sessions where the reporting person joins. This ensures clarity with examples, active listening, and clear team expectation articulation. Start Positively: Always initiate meetings on a positive note before discussing areas for improvement. Scheduled Feedback Sessions: Plan it at fixed intervals for mental preparation and effective reception.

Encourage Dialogue: Allow the recipient to share their side of the story or any challenges they might be facing. This not only helps you understand their perspective but also makes the feedback a two-way conversation.

Giving feedback in the professional world is a sensitive and crucial task, often leaving one party unsatisfied. To ensure feedback is well-received and not taken personally, it’s essential to adopt a human approach rather than a mechanical one. Here’s how to ace it: 1. Choose the best method for delivering feedback, whether through a one-on-one session or in written form (email/text). 2. Make it constructive by starting with a calm tone, asking about the challenges they face daily, and seeking their input on improvements. 3. Present the actual feedback, highlighting performance strengths and areas for improvement. Remember, it's easier said than done, but with persistent effort, you can master this skill over time.

While giving any feedback the person giving the feedback should be very clear on what and how they are planning to communicate the feedback. It is good if the feedback happens in a structured manner in specific intervals. This will be a proactive approach rather than being reactive especially while giving a negative feedback.