How can you make feedback a regular part of performance management?

Feedback should be an organic part of any performance conversation, and should come from a leader who is an example. I must admit, it can feel quite artificial to have an entire meeting booked just for 'feedback' - says a lot about the employee-leader relationship. That said, I do believe it is important to sit and reflect together on the past month / definite time period and align on what went well and what did not. Simply put, an employee needs to know what the manager thinks and vice-versa. For any constructive feedback provided, it is vital to also share what can be done differently. Keep it real. Let the employee know you care and co-create the future steps!

When I think of feedback, I say feedback is a gift! Someone cares enough to help you improve. Key to feedback is timing and setting. Assessing the person's openness and readiness to receive feedback is important communicating the message. Select an appropriate location, ensure the feedback is close to the event requiring feedback, and it is specific. Positive feedback is just as critical as constructive feedback. Make sure you don’t shortcut positive feedback by saying “that was great” or “good job”. Providing clear examples enables continued positive experiences. Finally, feedback is just communication. Make sure you connect with people, build trust and then feedback and communications will be easier and appreciated.

Feedback and being an example should walk together to make it more powerful. It also shows the bar is achievable, reveal the gap, and give clear direction for the improvement area.

Feedback need not be a big deal or a difficult conversation when a trusted relationship exists. For people leaders, this means discussing providing mutual insights, feedback and guidance at the start of a relationship, so that when it subsequently happens it is received constructively. It is also important to seek permission to provide feedback in the moment, giving the receiver the chance to be in the right mindset, or request a different time for the discussion.

Feedback is an essential tool for individual growth. It helps set expectations correctly and helps everyone know where they stand. Feedback process if delivered well is a huge employee motivator that also aligns him towards company/business goals.

Providing regular feedback is the difference between viewing performance management as an obligatory checkbox item, and creating a culture in which performance reviews are dynamic, valuable tools for employee growth. When leaders set goals, measure results, check-in, and track progress, they're creating the conditions where employees really understand what's expected and how to succeed.

The key is clearly separating the concepts of performance management, feedback, and annual compensation. Each serves a different purpose, and when we try to connect all of them, we detract from each. In terms of feedback, I've seen some progressive organizations measure feedback quality and frequency from the employee's vantage point with targeted surveys with questions like "did your manager give you constructive feedback this month"?

Build it in as an agenda item for every 1:1. To be effective I try to use a ratio of 3:1 positive to negative. By emphasizing the positive (wins) you reinforce the strengths they bring to the table and why they are good at their job. Then when you touch on the negative (opportunity) there is an increased chance they will be receptive and open to listening and learning.

We tend to give feedbacks more prominence at the time of appraisal and that concept is absolutely misplaced. You have to nip it in the bud - Red flags like abscence from work, project delays, coordination issues etc etc got to be identified and dealt with quickly.

Regular weekly or biweekly 1:1 meetings are critical to providing an opportunity for feedback on both sides of the supervisor and employee relationship. Instead of getting updates on tasks, use this time to focus on interactions, performance, and soft skills areas where complex issues can reside. It is also essential to establish a culture of ownership and claiming mistakes. When employees fear admitting a failure, it can become a more significant issue, and we lose the opportunity to coach our employees through the challenge. Focus on building a relationship to understand your employees; the feedback can be honest and impactful.

No sandwich method pleeeassse! Your team member won't believe the good parts or may ignore the development parts. Give lots of recognition when due, then chat through challenges when needed. In todays workplace its vital to encourage your team member to play a full part in the conversation. Use CEDAR. Here's how: C - Context: start by exploring the topic, how big it is, who is affected E - Examples: Illustrate the context so that your team member can understand it clearly D - Diagnose the reasons behind that outcome A - Ask what Action they wish to take R - Review and follow up together later. It's a model that's collaborative and has a vital coaching focus.

Constructive feedback requires preparation as well as patience. The objective of providing the feedback being to build and not to break. It becomes imperative to focus on the "What" and "How" of the process. If consistent data points over a period of time, patterns observed make up the "What", Praising the "Individual" for the positives and focusing on the "Act" as far as areas for improvement makes for a better "How".

We as humans have a tendency to feel shy or embarrassed when our shortcomings are discussed in front of those co-workers with whom we pose ourselves as competent professionals and capable resources. As a supervisor, it becomes mandatory to let the team member know where s/he is failing or lagging. It is of utmost importance to make the member comfortable and discuss what went wrong and how to rectify it in a private conversation. When the feedback sharing does not hurt self-esteem, the team member understands it better and re-works on his/her performance. This may not be a made-for-all solution however protecting self-esteem and then sharing feedback should work in most of the cases.

Sharing feedback is one of the most important virtues of all the managerial jobs. Making the feedback constructive is an art which few possess. The constructive feedback sharing start with validation of one's own premise basis which feedback is emerging. Alignment of one's understanding with the employee reality premise should be done prior to scripting feedback. Identifying the exact gap w.r.t employee circumstances, instructions vs. result should be refined before feedback is put out in open. Good managers have a self check prior to feedback sharing and great managers have self check points alignment with employee prior feedback communication. Hence, making the feedback constructive and mutual win for employee-manager.

Being constructive while giving feedback is as important as giving feedback. Everyone takes feedback in a different way. Know the individual, choose the right approach, point the mistakes but provide solutions on how this may have been done better. Make them understand on how even small things can affect the total outcome. Help them realise what they lag. Appreciate good work in front of everyone, share feedback in private.

Humans, when they care about the person or the subject, naturally exchange opinions, sometimes on the spot, sometimes later. But we have institutionalized "feedback" into workplaces and even created scripts and models to sound "natural" and then we ask ourselves how can we be effective??? Effective opinion exchange is a byproduct of relationships and environment and let's maybe stop calling it a "Feedback" already? That is my feedback:)

P - Private when feedback is negative P - Public for recognition and rewards and to reinforce positive behavior on the team B - Balanced such that the person receiving the feedback doesn’t feel attacked R - Relevant and specific to the issue at hand

Build your feedback on real time based examples. Keep it short, clear, tangible and something that will not lead to difficult conversation. Precise and timely feedback helps one to do well in their job remember that.

For feedback to be effective, it must be clear, specific, and tailored to the individual's goals and responsibilities. Ensure feedback is delivered respectfully and in a manner that encourages dialogue. Encourage self-assessment and peer feedback, fostering a culture of shared responsibility for growth and improvement.

Share feedback with full context, clarity and specificity. Take very specific examples to back your input, if it is too vague, you have lost the person in a confusing state.

One shoe doesn’t fit all sizes. Likewise same feedback method doesn’t address all the concerns. Analyse the situation and choose appropriate feedback method. It’s not easy but imperative for success.

Absolutely agree, any feedback with an intent to feed forward is a success while as leaders we need to ensure its being spoken at the right time with the right intent and around the right context

Utilize various feedback methods, including written, verbal, and 360-degree feedback, to offer diverse perspectives. Formal evaluations, informal conversations, and constructive criticism should all be part of the feedback repertoire, catering to different learning styles and preferences.

There are too many types of feedback when limited to 750 words and each requires discussion Positive Reinforcement Constructive Criticism Developmental Feedback Task-Oriented Feedback Behavioural Feedback Quantitative Feedback Qualitative Feedback Praise for Initiative Recognition of Team Contribution Leadership Feedback Time Management Feedback Customer-Focused Feedback Innovation Feedback Adaptability Feedback Conflict Resolution Feedback Communication Style Feedback Goal Alignment Feedback Professional Development Feedback Feedback on Meeting Objectives Feedback on Learning from Mistakes Each type contributes to an understanding of an individual's performance, fostering a constructive Performance Development Review (PDR) process.

Yes, different kinds of feedback are important! Unfortunately many managers who should provide the feedback are not properly trained to do this or they take the easy way out by using a numerical scale of 1-5 for performance measurement topics and settle on rating 3 far too often. Another prevalent feedback fault especially with only annual reviews being done is the manager using “recent behavior bias” that basis the entire year on recent behavior or what can be recalled from memory by the manager. Yikes!!

The mere mention of feedback can send shivers down anyone's spine. This usually happens because feedback is perceived to be linked to performance or the lack of it. The recipient's psyche is that feedback is always about being judged and making that judgment public. This creates a lack of psychological safety and is a definite recipe for distrust and fear. However, the moment one ties feedback to continuous development and learning, the component of fear is removed and a sense of inclusion and support starts to set in, bringing about a sense of assurance, inclusivity and therefore trust. Giving and receiving continuous feedback should be about taking steps to make our colleagues better and not embarking on a fault-finding expedition.

Embedding feedback as part of the team or organisation's culture is essential and requires reframing from viewing feedback as negative to seeing it as an opportunity for growth. Both the sender and receiver of the feedback need that understanding, which often means there needs to be a cultural shift first. And that doesn't happen overnight!

Once an engineer with lackluster performance, Alex faced a pivotal moment during a detailed PDR. Constructive feedback highlighted areas for improvement, transforming setbacks into stepping stones. Determined to excel, Alex embraced the guidance, addressing weaknesses and building on strengths. The subsequent months witnessed a remarkable metamorphosis, a diligent engineer emerging from the cocoon of constructive criticism. With newfound skills, commitment, and a resilient spirit, Alex not only met but exceeded expectations. Once struggling engineer became a success story, a testament to the transformative power of feedback and personal dedication in the journey of professional growth and the value of a thorough PDR process. Name changed

To make feedback a regular part of performance management, establish regular check-ins between employees and managers. Encourage open communication, set clear expectations, and provide constructive feedback on both achievements and areas for improvement. Implement a feedback culture by incorporating it into team meetings, using performance review tools, and promoting a growth mindset. Regular, timely, and specific feedback fosters continuous improvement and strengthens the overall performance management process.

To make feedback a regular part of performance management, establish consistent communication channels, provide timely feedback, set clear expectations, encourage two-way communication, and use both positive and constructive feedback to promote growth and development. Regular check-ins and scheduled performance reviews can also facilitate ongoing feedback. Additionally, create a culture that values feedback by fostering an open and non-judgmental environment. Train managers and employees on effective feedback delivery and reception. Implement goal-setting mechanisms to align individual objectives with organizational goals, making feedback more purposeful. Regularly revisit performance expectations, allowing for adjustments as needed.