Feedback and performance management

While giving and receiving feedback can feel uncomfortable at first, it is an important part of performance management. When did you last receive feedback at work? When was the last time you gave someone feedback? Was it a helpful discussion?

The good news is that everyone can work on feedback by giving, receiving, and asking for feedback on a regular basis, but why should we? What is the return on investment?

Why feedback is important

Knowing what success looks like in your role is a basic need for employees. When an employee knows what is expected of them, they can commit, deliver, and focus on what matters most. Hearing that you are meeting expectations can reinforce strong performance. And, if an employee is not meeting those expectations, receiving feedback from a leader can help them course correct before becoming ‘off-track.’

Without feedback, it is easy to miss the mark. In Ken Blanchard’s book, The New One Minute Manager, he speaks about trying to bowl under a sheet. Without the whole picture or view of the pins, an employee will keep missing. However, with coaching from their leader, the employee knows where to aim and can successfully knock over the pins. Imagine how productive you can be when you understand where the pins are?!

Power of positive recognition through feedback

An essential portion of feedback is to recognize the good. Have you received recognition or praise for doing good work in the last seven days?

Research from Gallup shows that only four in ten employees globally strongly agree that they have received recognition for doing good work in the last seven days. In addition, employees who are not adequately recognized at work are three times more likely to say they will quit in the next year.

Employees who are not adequately recognized at work are three times more likely to say they will quit in the next year.

What can we learn from this? Positive recognition is important and should be timely, regular, and meaningful. If recognition is not honest or deserved, it will not have a lasting impact.

“Clear is kind.” - Brené Brown

Feedback that is constructive is critical to ongoing development. Leaders may see these conversations as difficult as there is a societal norm to be polite/nice, or they may feel that they don’t have enough courage to bring the topic forward.

Brené Brown summarized this topic well in her novel, Dare to Lead. “Clear is kind. Unclear is unkind.” It is kinder to speak to a person directly about the concern, so they have an opportunity to improve their performance rather than not being clear or just talking about them.

Lastly, regular feedback is important as performance evaluations should never be a surprise, but an accumulative summary of feedback already given.

Looking for additional support?

People First HR partners with organizations to create strong performance management processes. This work can include reviewing current processes, creating resources, and training people leaders. Contact us to learn more about how we can support your organization.

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