Types of feedback: 10 ways of improving relationships and results

What type of feedback have you been using to guide, develop and motivate your team towards an evolving career?

Feedback is a fundamental tool to qualify talent and improve team performance inside a company at all levels.

Fortunately, there is a type of feedback for every moment. Knowing how to distinguish and apply feedback will help managers to achieve their full potential and entice collaborators to do the same.

We will discuss the types of feedback in detail, focusing on the most frequently used in companies. We will help you choose the right sort for each situation, mastering this powerful tool for managing people.

Types of feedback: an approach for each situation

The different feedback types help to adapt the management strategy to any situation.

It is a repository that helps managers and employees to deal with each individual in the right way, at the right moment. The idea is to promote human development and business growth.

According to a survey made by the FIA Employee Experience (FEEx), 20% of workers believe they don’t receive enough feedback.

The number points to a fact: many companies lack a feedback culture.

It is a simple tool that could change human capital and extract the maximum potential of teams when used appropriately.

After all, every worker needs assertive guidance on manners like behavior and performance, complemented with suggestions to correct mistakes and motivation to keep working on strengths.

Knowing all flavors of feedback available is crucial to choosing the most effective way of using this tool.

The 10 most used types of feedback

The types of feedback vary in tone, situation, and focus. Here are the most used ones in the market.

1. Positive feedback

Positive feedback is the one all workers desire. It highlights their strengths and congratulates them for a job well done and exceptional performance.

Such a talk comes in every time there is an opportunity to acknowledge a work well done and encourage employees to keep improving.

Usually, positive feedback comes when a team member goes beyond the expected.

Crushing goals, creative problem solving or being the perfect role model for others are some occasions when positive feedback fits perfectly.

There is, however, a need for caution. The importance of positive feedback to promote engagement should not surpass good judgment.

Excessive praise can spoil self-confidence and spoil individual workers workers or whole teams.

2. Negative feedback

Negative feedback is one of the main challenges of management. Albeit uncomfortable, it is indispensable to point out mistakes and deficiencies with improvement in mind.

The problem lies in the problem to be solved. A discussion centered on negative aspects of someone's work might backfire: instead of building up the confidence to fix things, a collaborator might feel discouraged, and unmotivated.

The undesired effect comes when managers stick to criticizing and do not point out possible solutions or ignore the aspects of the work the employee gets right.

Even though it exists, negative feedback is on the verge of extinction, being replaced by more corrective and constructive approaches.

3. Corrective feedback?

Corrective feedback is an efficient way of addressing problems and assisting in a worker's growth.

Low performance, mistakes, missing goals or not fulfilling responsibilities are some opportunities for corrective feedback.

Once more, it consists of discussing the worker's behavior and providing guidance.

Take note: corrective feedback should always be private. Also, keep in mind the importance of timing and being specific, proposing detailed actions to deal with issues.?

Remember that employees always should be respected. Value them as a person, and acknowledge previous contributions to the company.

4. Constructive feedback

Constructive feedback is a complete type, addressing strengths and weaknesses.

It also shows the path to professional development according to an employee's specific profile.

It does not need to be motivated by a specific situation. It can be a part of the organization's people management policy.

In this type of feedback, managers can touch on topics such as:

• Performance against goals (positive or negative)
• Assiduity
• Communication and relationship
• Teamwork
• Investment in training
• Soft skills (behavioral skills) and hard skills (technical skills)
• Time management and productivity.

5. Motivational feedback

Motivational feedback fits well in moments when a team or an employee needs a boost to keep working on a challenging project.

It focuses on engaging and encouraging workers, and it is supposed to serve as an incentive against obstacles and keep doing their best.?

When giving motivational feedback, the individual profiles of team members should be taken into account, determining the feedback strategy.

For example, some employees are naturally motivated by challenging tasks, while others might need a boost in confidence to follow through.

6. Coaching feedback

Coaching feedback incorporates elements taken from personal and professional developments, self-awareness and positive psychology.?

Generally, people involved in this type of feedback are empowered to act as mentors and guide employees towards realizing their fullest potential.

Through questions, the person who uses this type of feedback encourages the employee to know and fight their limiting beliefs, creating a more positive and results-oriented mindset.

7. 360-Degree Feedback

Part of the evaluation strategy known as 360-Degree Assessment, the 360-Degree feedback includes multiple sources.

Workers, leaders and teams engage in a mutual evaluation. Everyone contributes to feedback; everyone gets exposed to their pairs' opinion.

This evaluation offers different perspectives at the same time and is anonymous.

8. 90-Degree Feedback

The 90-Degree feedback is the traditional top to bottom evaluation. The immediate supervisor looks into work habits and performance of immediate subordinates.

It is a classic still essential for companies. No one understands team performance and dynamics than someone in the own group.

9. Self-feedback

Self-feedback is a powerful tool for self-knowledge and autonomous development.

Workers make a detailed self-evaluation, listing strengths and weaknesses, accomplishments, frustrations, and obstacles.

This practice uses the feedback provided by management to expand paths for improvement.

10. Feedforward

While feedback relies on past attitudes to assess performance, feedforward looks to the future.

The goal is to analyze a current situation (positive or negative) and suggest ways for the employee to improve.

To give this type of feedback, the person must have a good view of professional trajectories and keep in mind the career paths offered by the company.

In this way, he can show the employee the possible directions for professional growth and give advice focused on a future position or project within the organization.

How to choose the type and timing of each feedback

Giving the proper type of feedback at the right time can make all the difference to your human capital.

See how to choose the ideal type and time.

Respect the feedback timing

Day-to-day feedback is much more effective when timed correctly, right after the situation is known.

Positive feedback is more effective when given as soon as possible to an employee who has performed satisfactorily.

Likewise, corrective feedback should also be used at the earliest opportunity, even if you are not the person's leader. Practice empathy and offer your insight.

Be consistent with feedback

Regardless of the type of feedback, consistency is crucial.

Employees must receive frequent inputs with a logical sequence between each feedbacks for constant evolution.

To keep track, use a log of each person you have given or received feedback, or a tool that helps you organize and store this knowledge.

Get periodic feedback

In addition to offering day-to-day feedback, a frequent and complete evaluation must be in place monthly, bimonthly or quarterly. Get in the habit of asking for feedback too. Take action.

The ideal type of periodic feedback is constructive, which provides more details about the worker's posture and strengths and weaknesses.

Another idea is to implement annual 360-Degree feedback as part of HR policies.

Engage in individual and group feedback

Combine individual and group feedback to support personal development and encourage team integration.

In one-on-one sessions, the employee gets personalized insight in greater detail and specific advice, while group feedback motivates collaborative work.

Remember: that all corrective feedback must be individual, while positive feedback can be collective.

A final thought

How many times a year do you receive feedback per year? Or per semester?

Most of us do little feedback. In some cases, the frequency is even once a year. And we often fail to practice it for not knowing a simple, fast and autonomous way to do it daily.

To solve this problem, the Owlisten feedback platform was born to make feedback a habit and help people discover which skills need attention and development.

It brings evolution to feedback, as it offers freedom and autonomy to practice it in meetings, workshops, projects and discussions.

It is collaborative, as it allows anyone to give and receive feedback in a simple, friendly and engaging way.

According to Simon Sinek “feedback is a gift”. Accepting it gives you the chance to become the best version of yourself.

The beta version of Owlisten , just released on the market, is free. Discover hands-on how this innovative tool works.