One primary objective of feedback is to enhance future performance. Even if it doesn’t achieve the desired outcomes, the meeting provides an opportunity to discuss expectations, results, motivation, and pathways to success. For employees (or suppliers) who do not meet adequate performance levels, such meetings serve as a reference point within the broader context of performance management. If an employee fails to comply despite receiving support and coaching, and continues to underperform, the supervisor can then initiate a disciplinary performance management plan.
When feedback is perceived negatively—whether due to our own reactions or poor delivery—individuals often attempt to avoid it or downplay its impact. It is important to communicate that feedback can be a valuable tool for personal growth, particularly when it includes both the challenges and potential solutions. With this perspective, let’s explore the six key characteristics of effective feedback.
In Private
Feedback should be delivered privately, especially if the comments could be embarrassing. Formal feedback meetings should always take place in a private setting. While some individuals appreciate recognition and praise in front of others, many prefer to avoid the spotlight. Additionally, no one wants negative feedback to be shared publicly. This should be evident, but it’s easy to overlook in the moment.
Balanced
A balanced approach means structuring the feedback session so that, despite any necessary constructive criticism, the employee does not feel attacked or believe that all you have to say is negative. It’s advisable to move away from the traditional “sandwich approach” of starting with a positive comment, followed by a negative, and ending with another positive. Instead, begin with a genuine positive remark about the employee’s work. If you find this challenging, prepare some comments in advance to stay focused. Employees will appreciate a direct approach that addresses the core issues without building unnecessary anxiety. Specific and sincere feedback is generally well-received, even if it includes criticism.
Relevant
Keep the discussion centered on feedback that is pertinent to the employee’s role and within their control. For instance, criticizing the appearance of a letter when the employee has access to an outdated printer, or requesting a high-quality brochure without a budget for proper materials, only adds to the employee’s stress and frustration.
Specific
Avoid vague statements when providing feedback. For example, saying “You seem unmotivated” is less helpful than saying, “You arrived late to work three times last week, your last two assignments were submitted late, and you missed the new employee lunch.”
Documented
Base your feedback on documented evidence, factual information, and your own observations. Avoid relying on hearsay from other managers or colleagues; it’s essential to monitor the situation yourself.
Personal (In the Right Way)
General compliments or criticisms directed at the team lack meaning for individual employees. Instead of saying, “We just can’t seem to get out error-free invoices,” specify, “Three of the last invoices you sent had errors.” Focus on the behavior that is problematic rather than making personal judgments. Base your feedback on actions rather than attacking the individual.
