We hear about feedback frequently in the business world, and for many employees, it’s perceived as a fear-inducing process. Managers play a significant role in this process, as the quality of feedback not only impacts employee performance but also plays a decisive role in organizational success. As Bill Gates said, “We all need people to give us feedback. That’s how we develop.”

What Is Feedback?

There are various definitions of feedback in the literature. Kantarcı (2014)’s study states that feedback is a form of behavior and that many factors influence this form of behavior. In its most general definition, feedback is defined as information designed to help individuals demonstrate expected performance and behavior, guide them to meet expectations, acknowledge their achievements, or encourage their development (Larson, 1984; Bee and Bee, 1997).

How To Give Effective Feedback?

Feedback should be clear, detailed, helpful, foster communication, and be delivered accurately and timely. When it’s not clear and directive, and when it’s demoralizing, employees tend to complain (Ulukuş, 2016). At the same time, individuals may perceive feedback as judgment, criticism, or negative commentary. However, the true purpose is to express appreciation, encourage improvement, and clearly present what needs to be achieved from the work performed (Ulukuş, 2016).

Therefore, there are points that need to be taken into consideration for feedback to be effective.

1. Feedback Should Be Constructive And Developmental

It is important to identify deficiencies, propose solutions, and create concrete action plans. Balanced feedback should address both strengths and weaknesses to help employees achieve their goals. Focusing solely on negative aspects can lead to employee dissatisfaction, defensive reactions, and a decreased motivation to improve performance (Burke, Weitzel, & Weir, 1978; Jawahar, 2010; Kay, Meyer, & French, 1965).

2. Sandwich Technique In Feedback

Feedback shouldn’t start directly from the negative side. Using the sandwich technique makes the negative aspects expressed more acceptable, and the person doesn’t become defensive. In this technique, a positive statement is presented first, followed by a negative statement and then a positive statement again. This way, the individual’s potential for improvement is conveyed in a constructive manner (Foster & Lloyd, 2007). Employees want to know what they’re doing well or poorly, but how they hear it is crucial. Therefore, feedback should be constructive, not destructive.

3. It Should Be Given Timely And Frequently

Whatever the event or situation, it should be given before too much time has passed. Instead of cumulative feedback, a process should be established that integrates into the work routine (Ulukuş, 2016).

4. It Should Be Balanced And Behavior-Focused

Feedback should not be given based on the employee’s personality; if it is, it falls into the category of destructive feedback. Instead, it should be given based on behavior and performance (Ulukuş, 2016), because behaviors change and develop. In short, feedback should provide insight into areas for improvement.

5. It Should Be Given In A Private And Appropriate Environment

The environment in which feedback is given should not be public. It should be given privately, especially if it is negative. The type of feedback is also important. Verbal feedback should be preferred over written feedback (Nemeroff & Wexley, 1979).

6. It Should Include Mutual Accountability

Both the manager and the employee should be responsible in the feedback process. Feedback given should be sincere, clear, and timely, and feedback received should be acceptable so that it reaches a mean (Ulukuş, 2016).

Conclusion

Feedback should be provided in a structured and sustainable manner. It should be based on developing talents or changeable behaviors, rather than focusing on inherent skills or personality traits that cannot be changed. Managers should demonstrate the value of feedback by demonstrating how positive feedback impacts organizational success. Otherwise, the feedback will be ignored by employees.

Furthermore, each feedback example should include a concrete action plan with clear follow-up actions to ensure that individual development and organizational goals are meaningfully aligned. Thus, effective feedback improves current employee performance and contributes to the organization’s success and future goals.

References

Bee, R., & Bee, F. (1998). Constructive feedback. CIPD Publishing.

Burke, R. J., Weitzel, W., & Weir, T. (1978). Characteristics of effective employee performance review and development interviews: replication and extension 1. Personnel Psychology, 31(4), 903–919.

Foster, S. L., & Lloyd, P. J. (2007). Positive psychology principles applied to consulting psychology at the individual and group level. Consulting Psychology Journal: Practice and Research, 59(1), 30–40.

Jawahar, I. M. (2010). The mediating role of appraisal feedback reactions on the relationship between rater feedback-related behaviors and ratee performance. Group & Organization Management, 35(4), 494–526.

Kay, E., & Meyer, H. H. (1965). Effects of threat in a performance appraisal interview. Journal of Applied Psychology, 49(5), 311.

Larson Jr, J. R. (1984). The performance feedback process: A preliminary model. Organizational Behavior and Human Performance, 33(1), 42–76.

Nemeroff, W. F., & Wexley, K. N. (1979). An exploration of the relationships between performance feedback interview characteristics and interview outcomes as perceived by managers and subordinates. Journal of Occupational Psychology, 52(1), 25–34.

Ulukuş, K. S. (2016). Training and effective feedback methods to improve personnel performance in security management. International Journal of Educational Sciences, 6(6), 367–377.