There’s a certain skillset needed for when you give feedback to employees.
A manager or leader must be self-assured, compassionate, and rational, whilst holding the company’s and employee’s best interests at heart.
While giving feedback can feel daunting, remember that it’s what’s going to drive growth and success.
Receiving and listening to comments should be a normal part of the working day.
Afterall, it’s usually the only way we can be sure we’re doing a good job or not.
Both giving and receiving feedback is the responsibility of a manager. In this blog, we’ll give you tips on how to give feedback to employees.
Why we should give feedback to employees daily
Recognising your employees’ work – whether praising or highlighting areas for improvement – supports employee development.
Giving quality feedback on a regular basis sets clear expectations and creates open communication. It also comes with the bonus of helping to retain top talent.
We all need to understand what we’ve done well and what we need to improve – otherwise, our career paths would stagnate.
How great is it to know that someone thinks you’ve done a good job?
This kind of praise empowers employees to keep up the good work. And when constructive criticism is handled in an effective way, this can empower employees to prove they can do better.
What’s more, sometimes feedback is needed for legal and ethical reasons. When monitoring an employees’ performance or behaviour, a manager needs to prove they’ve been fair and haven’t discriminated against them.
So, continuous feedback is beneficial in more ways than one.
Examples of feedback
Feedback doesn’t always need to be delivered in a formal one-to-one meeting – it can range from a simple ‘nice work’ to a detailed evaluation of a project.
Everyday occurrences we might not identify as giving feedback:
● “Wow, you completed that quickly!”
This could cause an employee to feel anxious that they’ve cut corners or not worked to a high standard. In fact, it might be that you were impressed with their efficiency and ability to focus on the task despite multiple deadlines.
● “Thanks for getting that document in on time.”
An employee could feel appreciated with a remark like this. But if the reason behind thanking them for completing their work on time is due to inconsistency in their time-keeping, a more clear conversation may be needed.
● “I’m still waiting for a reply to the email I sent to you.”
A statement like this could come across in a harsh manner when perhaps it wasn’t intended to. It may be that you were simply reminding an employee about your email but this could cause them to feel incompetent and slow.
● “I can’t find where you’ve saved the report for the client.”
This type of statement should be followed with a request. An employee may feel that where they’ve saved the document is appropriate and not change their ways. But perhaps the employee has mistaken the process and needs a recap.
Providing Feedback: Empower Growth Through Insight
Giving feedback is not about judging or criticising; it's about empowering others to reach their potential.
Feedback, both giving and receiving, is a critical skill that fosters growth, innovation, and collaboration. But mastering this art requires understanding, empathy, and strategic thinking.
Here are our tips for excelling in the art of feedback.
Incorporate a feedback model:
Working to a specific structure will help to present feedback effectively and precisely.
You could choose to present feedback through the Situation-Behaviour-Impact framework. SBI is a shorter version of the BOOST model, which stands for Balanced, Objective, Observed, Specific, Timely.
The guidelines help you to outline the situation you’d like to address in a balanced manner so that the employee understands exactly what you’re referring to.
Similarly, the STAR model stands for Situation, Task, Action, And Result. STAR is commonly used in the recruitment process or focuses on inviting an employee to learn from the results of their own actions or the actions of others.
Describe the situation or task that was given to the employee. Then explain in detail the action that was taken.
To end, discuss the result of the action and highlight why this was positive or negative.
Whichever feedback method you choose, ensure that your feedback is task-specific and not person-specific.
Be specific and clear:
Overall, avoid vague statements. Highlight exact situations and behaviours for a more meaningful impact. Rather than: “well done sorting that out,” try: “The way you calmed that customer down was impressive and improves the chances of them shopping with us again.”
Focus on the behaviour, not the person:
Address actions rather than personal attributes. It's about what was done, not who someone is. Avoid saying things like ‘you made this difficult’. A more productive statement would be: “When your frustration with the client resulted in you raising your voice, the whole office was impacted as it created a tense atmosphere.”
Balance positive and constructive feedback:
Recognise strengths while also addressing areas for improvement. Instead of telling the employee they handled the situation incorrectly. Try something like this: “It was great that you used your initiative with the customer, but next time, remember you can ask for help from a colleague, we are here to support you.”
Make it timely:
Provide feedback close to the event to ensure it’s fresh and relevant. If a situation doesn’t sit right with you or the team, be sure to address it within 48 hours. This will ensure the employee remembers the details of the situation so they cannot make excuses. But also, they will be more entitled to justify themselves and explain the situation from their perspective.
Be considerate:
Ask permission or ensure that the setting is appropriate for feedback. For example, say: “Is it a good time for us to discuss the project?” The employee can then mentally prepare.
Create a safe environment:
Ensure privacy and comfort to foster open communication. Once you’ve asked if now is a good time to give feedback, ensure the setting and the people in it aren’t going to cause unnecessary embarrassment or anxiety. If unsure, it’s always best to deliver formal feedback in a private space.
Offer support and guidance:
Pair observations with suggestions or offers to assist in development. For instance, try: “I really appreciated how you made the effort to stick to the brief. Don’t be afraid to let yourself be more creative though. Please always come to me with your ideas, I’d love to hear them.”
In conclusion
Feedback is the responsibility of all manager. Without it, employees struggle to understand where their strengths and weaknesses lie. Knowing how to give feedback to employees in a constructive manner allows them to develop their skills. Feedback reinforces good behaviours and high-level performance. Using the SBI and STAR models will help you construct your feedback in a productive way.
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