One primary goal of feedback is to foster improvement in future performance. Even if it doesn’t lead to the desired results, the meeting provides a valuable platform to discuss expectations, outcomes, motivation, and pathways to success. For employees (or suppliers) who do not meet adequate performance levels, these meetings serve as benchmarks within the broader performance management framework. If an employee continues to refuse to comply, despite support and coaching, the supervisor then has the necessary basis to initiate a disciplinary performance management plan.
When feedback is perceived as negative—whether due to our own delivery or how it is framed—people may instinctively try to avoid it or downplay its impact. It’s important to communicate that feedback can be a powerful tool for personal development, especially when it includes both the issues at hand and potential solutions. With this perspective, let’s explore six key characteristics of effective feedback.
In Private
Feedback should be delivered in private, particularly if it might embarrass the individual. Formal feedback meetings should always occur in a confidential setting. While some individuals appreciate public acknowledgment for achievements, others may prefer to avoid the spotlight, especially when it comes to negative feedback. This should be obvious, but it’s easy to overlook in the heat of the moment.
Balanced
Balance in feedback involves structuring the session so that, despite any necessary constructive criticism, the employee does not feel attacked or perceive that all comments are negative. While the outdated “sandwich approach” (starting with a positive, followed by a negative, and ending with another positive) is not recommended, it is still beneficial to begin with a genuine positive remark about the employee’s contributions. If small talk isn’t your strength, consider jotting down some notes in advance to stay focused. Employees will appreciate your directness, which helps alleviate anxiety. Feedback that is specific and sincerely delivered is generally well-received, even if it includes criticism.
Relevant
Keep the conversation centered on feedback that is pertinent to the employee’s job and within their control. For instance, complaining about the appearance of a letter when the employee is using an outdated printer that produces poor quality will only add to their frustration.
Specific
Avoid vague statements when providing feedback. Saying, “You seem unmotivated,” is much less effective than specifying, “You arrived late to work three times last week, submitted your last two assignments late, and did not attend the new employee lunch.”
Documented
Base your feedback on documented facts and your own observations rather than relying on hearsay from other managers or colleagues. It’s essential to monitor situations personally to provide accurate feedback.
Personal (In the Right Way)
General compliments or criticisms directed at the team lack meaning for individual employees. For example, saying, “We just can’t seem to produce error-free invoices,” is less constructive than stating, “Three of the last invoices you sent had errors.” Focus on specific behaviours that need improvement rather than making personal judgments. Base your comments on actions rather than attacking the individual.
