Here's how you can give constructive and helpful feedback.

Giving constructive and helpful feedback starts with identifying the specific areas needing improvement. Be mindful of your tone, keeping it moderate and respectful. Offer suggestions based on your experience and provide practical advice. Introduce new ideas or alternative approaches when relevant. Focus on how improvements can be made, creating a supportive environment that encourages continuous development and innovation.

Start by highlighting positive aspects of the recipient's performance to set a supportive tone. Then, provide specific examples of areas needing improvement, focusing on behaviors and outcomes rather than personal traits. Offer practical suggestions and actionable steps for improvement. Ensure your feedback is timely and relevant, and maintain a respectful and empathetic approach throughout the conversation. Conclude by reaffirming your confidence in their ability to grow and succeed, fostering a positive and collaborative environment.

Be Specific: Clearly describe the specific behavior or issue. Example: "In the last meeting, you interrupted the speaker several times." Explain the Impact: Describe the effect of the behavior on the team or project. Example: "This caused some confusion and disrupted the flow of the discussion." Suggest Improvements: Offer actionable suggestions for improvement. Example: "Please try to wait until the speaker has finished before sharing your thoughts." Be Positive and Supportive: Reinforce your confidence in their ability to improve and end on a positive note. Example: "I value your input and believe that by waiting your turn, your contributions will be even more impactful."

Feedback is often seen as a blame session. However, one of the best tools I've learned for giving feedback is the AFIRM model. This model helps structure feedback effectively: Agenda: Set a clear agenda for the feedback session. Facts: Present the facts related to the feedback. Impact: Explain the impact of these facts. Results: Discuss the results that the impact has led to. Mutual Agreement: Work together to find solutions and improvements. Using this model helps ensure feedback is constructive and collaborative.

Giving constructive and helpful feedback involves being specific, balanced, and focused on improvement. Also try to show empathy towards the individual while doing the same. 1. Specificity: Address particular behaviors or outcomes rather than generalizations. 2. Balance: Acknowledge strengths while highlighting areas for improvement. 3. Focus on Improvement: Offer actionable suggestions or resources to support growth and development.

Be Specific:- It's also important to avoid being vague when giving actionable advice. Clear direction is vital because unclear or confusing direction is a considerable source of workplace conflict. Make sure your team member knows exactly what you expect in terms of improvement. The SBI method is ideal for this type of situation. SBI is an acronym for Situation, Behavior, and Impact. Using this method, you would promptly address the situation with the employee, describe the behavior you've observed, and clarify the impact the behavior has on you, on others, or the workplace. The SBI method was developed by the Center for Creative Leadership and is research-driven and proven effective

Proving feedback can be taken as positive or negative. Be clear about the topic you want to give a feedback for, give specification at which point of time you feel to give feedback and check mental state of that person. Ask them if they are facing any issues or do they require any training sessions or not. This will make recipients more clarity to counter their justification.

Provide concrete examples, such as "In the last meeting, you interrupted several times," instead of vague statements. This makes it clear what needs to change.

Being specific is the most important part of giving feedback, it might be employees, candidates, or any other. even during PMS being specific on the details would make the candidate or the employee understand the perspective we are thinking and how we need that employee on the path of the project or what needs to be changed for him to become a better employee than he is now. This helps in giving them a specific idea of how the details match the work he has been doing.

In my early career, I once told a team member they "needed to communicate better." The feedback, although well-intentioned, was too vague and left them puzzled about how to improve. I realized my mistake and approached them again with specific examples: "During our last meeting, you didn't share your project updates, which led to confusion about progress. Next time, please provide a brief summary of your work so we're all aligned." This specificity gave them a clear path forward, resulting in immediate and positive changes. This experience underscored the value of clear, targeted feedback for effective growth and improvement.

Explain how the behavior affects the team, like "Missing deadlines delays the project and affects morale." Understanding the impact motivates change.

In a past project, I had to address a colleague's habit of submitting reports late. Rather than just pointing out the tardiness, I shared the broader impact: "When the reports are late, it delays our analysis and affects our entire team's ability to meet deadlines, which puts our stakeholder relationships at risk." This approach helped them understand how their actions affected the bigger picture. They became more timely, not just for compliance, but because they understood the ripple effects of their behavior. This experience highlighted the power of discussing the broader impact to foster responsibility and improve performance.

One thing that I have noticed is that it is always best to highlight the employees strengths first. Then I would mention that her project was late and how it impacted the team. Lastly, I would add that I can see so much potential in the individual that I do not want her/him to get a negative reputation. I want this employee to succeed and reputation is a critical factor.

It is important to let the individual know exactly what the impact of their behaviour or poor performance has on their department/team and the business as a whole. It also holds them accountable for their actions and provides them with perspective/s that they may or may not have considered.

Suggest actionable steps, such as "Try using a task management tool." Offering solutions shows support and encourages improvement.

This is one of those activities where you should keep your whims, fancies, feel at the other end of the world. Sentences begining with "I feel", "I think" should be avoided....it's difficult but then it's all about your intent. Accountability of each feedback is important and that is possible only when it is crisp, clear and objective

Early in my career, I had to give feedback to a colleague who was struggling with time management. Instead of merely pointing out the issue, I suggested practical solutions: using a task prioritization tool and setting aside daily planning time. I also recommended a time management workshop that had helped me previously. The colleague appreciated these concrete steps and gradually improved their time management skills. This experience taught me that offering solutions not only shows empathy but also empowers others to overcome challenges, turning feedback into a catalyst for meaningful, positive change.

Whilst your role is to offer solutions and resources to the individual, it is imperative to allow them the opportunity to suggest solutions they have thought of and take accountability for what actions they recognise need to be taken for improvement. Collaboration also ensure that they feel part of the team/business and encourages the necessary changes to be made.

Once, I had to give feedback to a colleague about their presentation skills. Instead of dictating changes, I invited them to share their thoughts first. I asked, “What challenges do you face when presenting?” They revealed anxiety and lack of practice as their main issues. We brainstormed solutions together, like mock presentations and seeking peer support. This dialogue fostered a sense of collaboration and accountability. My colleague felt heard and supported, which motivated them to improve. This experience underscored that encouraging open dialogue turns feedback into a shared journey towards growth and success.

Feedback, this word can give you chills of happiness or frightness. My advice is be ready to listen everything and be open to be judge. Take the information take it home and reflect.

Early in my career, I gave feedback to a teammate who was struggling with client communication. Instead of stopping at our initial discussion, I scheduled follow-up meetings to review their progress and address any emerging challenges. We discussed their improvements and areas still needing attention. Over time, their skills noticeably improved, and they expressed gratitude for the ongoing support. This experience taught me that follow-ups transform feedback from a fleeting conversation into a sustained commitment to growth, fostering a culture of continuous improvement and mutual support.

Feedback is part of the continuous improvement process. A feedback with a solution should lead to some actions. Those actions may bring desired impact or not, that needs to be reevaluated before feedback becomes irrelevant. At the end of feedback conversation, setup a plan for follow-up.

Call for a scheduled meeting. Have your feedback with exact scenarios defined. Allow room for conversations (active listening) Engage and come up with agile and tangible change levers Consistently follow-up on set KPIs Appreciate any improvements seen

After a brief discussion about the feedback from the reporting manager with a team member. I carried out a follow up meeting regarding the improvement in the employee. First, the discussion was with the reporting manager to understand if there were any improvements post the feedback session conducted earlier and if there are any other concerns which need to be addressed going forward. Post which a session with the employee was carried out, which started with appreciating the efforts of the employee in improving himself. Starting off on a positive note, the conversation moved to other parameters. Indicating that the organization is empathetic towards its employees and wants them to grow with the organization.

Recording feedback sessions and then sending summaries to the individuals (either via email or in writing after each session) is a great way to track progress and keep the necessary records. In each feedback session, a date for review must be set. This provides individuals with actionable timelines to improve performance, and gives them clear goals.

Be Objective- Base your feedback on observations and facts and stay away from personal opinions or emotions. Best to provide it immediately after the event/ behaviour in question. Be clear, concise and balanced- Use “sandwich” technique or mix positive feedback with constructive criticism. Clearly articulate what you are addressing and why is it important. Make your points concisely to avoid overwhelming the person.

Keep it fact focused instead of what you believe and have views on. Also do this 1:1, in person if possible & avoid other incidents plague your current conversations!!!

It’s important to choose an appropriate time and setting to deliver feedback, preferably in a private and comfortable environment. ? Also, Avoid providing feedback when the employee is already overwhelmed or in a high-stress situation and schedule regular check-ins or performance reviews to have structured feedback discussions.