How can you overcome resistance to feedback in performance management?

To overcome resistance to feedback in performance management, establish a culture of trust and psychological safety where feedback is seen as constructive rather than punitive. Provide clear expectations and guidelines for giving and receiving feedback, emphasizing its role in personal and professional development. Offer training and support to managers and employees on effective feedback techniques and active listening skills. Encourage a growth mindset that views feedback as an opportunity for learning and improvement rather than criticism. Lastly, lead by example by actively seeking and acting upon feedback yourself, demonstrating its value and encouraging others to embrace it as a tool for growth and success.

Based on my experience, there is a strong correlation between resistance to feedback in performance management and psychological safety, empathy and clear communication. On top of that, understanding resistance to feedback in performance management is crucial. In the past, I used tools like surveys, 360-degree feedback, culture assessments, system analysis, psychological assessments, focus groups, and exit interviews to help identify possible sources. In some situations, the only option was to run 1:1 conversations keeping a high level of confidentiality but this should not be the preferred source. By utilizing these tools, HR consultants/experts and HRBPs can gain insights and develop targeted strategies to address resistance effectively.

To overcome resistance to feedback in performance management, prioritize building a culture of compassion and open communication. Emphasize that feedback is aimed at enhancing performance, not threatening job security. Train managers and staff on delivering and receiving feedback empathetically. Encourage treating employees with respect and understanding, fostering an environment where feedback is seen as constructive rather than critical.

1. Maintain a delicate balance of empathy, communication, and a focus on growth. 2. Create a culture where feedback is viewed as a tool for improvement rather than criticism. 3. Ensure that feedback is timely, specific, and delivered constructively, emphasizing the positive aspects alongside areas for development. 4. Establish open lines of communication, fostering a two-way dialogue that encourages employees to express their thoughts and concerns. 5. By cultivating a supportive environment, where feedback is seen as a collaborative effort towards success, resistance can be transformed into an opportunity for continuous learning and development.

Superar a resistência ao feedback na gest?o de desempenho requer uma abordagem cuidadosa e proativa, envolvendo comunica??o clara, constru??o de confian?a e um ambiente de apoio. Os gestores devem enfatizar a importancia do feedback como uma ferramenta para o crescimento profissional, focar nos aspectos positivos do desempenho dos colaboradores e oferecer sugest?es construtivas para melhorias, enquanto também demonstram abertura para receber feedback dos próprios colaboradores. Implementar uma cultura organizacional que valorize o aprendizado contínuo e o desenvolvimento pessoal pode ajudar a reduzir a resistência e promover uma abordagem mais colaborativa na gest?o de desempenho.

First of all, the feedback should be around specific behaviours rather than personal traits. Based on my experience, HR consultants/experts should support the company in creating a PM framework that is based on a feedback culture. This should include the following elements: - Provide timely, specific, and objective feedback, balancing positive reinforcement with constructive criticism. -Foster open communication, encouraging employees to express concerns and perspectives. - Offer support, resources, and coaching to address areas for improvement. - Schedule regular follow-up meetings to track progress and make adjustments. - Lead by example, demonstrating receptiveness to feedback and a commitment to continuous improvement.

Build a positive relationship with the individual to create a safe environment for feedback Start with strengths and accomplishments before addressing areas for improvement Provide clear, concrete examples to support feedback and avoid generalizations Help individuals see feedback as an opportunity for growth rather than criticism Provide guidance and assistance to help individuals improve upon identified areas Create an ongoing dialogue where feedback flows freely in both directions Demonstrate receptiveness to feedback yourself to encourage others to do the same

It’s all about creating with rather than for employees. Through this approach, initiatives are much likelier to improve employee experience instead of being only nice on paper. When revamping a performance management cycle previously, the most important aspect for greater acceptance was to include leadership and individual contributors early on in the process to get their feedback and, since they supported the development of the program, also their buy-in.

Resistance is likely to occur when constructive or area of improvements feedback is shared & employees disagree with it - Therefore, before getting into discussions, be ready with substantial facts & documents - Create a psychological safe & trusted environment - Be candid & transparent with the feedback, however, with an approach of help instead of diminishing (no personal attacks) - Involve employees into the discussions & have their agreement. ask them to substantiate their disagreement - Help them understand the philosophy of feedback as; facilitating growth,development, & improvement leading to "being better" at whatever we do - Seek inputs & reflect if you have been doing a good job on giving feedback:Work on your areas of improvement