Giving and receiving feedback

Feedback works best when it’s a continual process, and not saved up for one or two formal feedback sessions throughout the year. Both giving and receiving feedback are fundamental skills for managing and improving performance and may link directly to the Performance Management Plan cycle.

Helpful feedback

Feedback should be directed towards behaviour the person can change. Feedback should be given using positive, constructive language and tones that contribute to learning or development. The environment should be free from distractions. Feedback should be given to help, not hurt. 

Specific rather than general

The more specific the feedback is, the more useful it will be for the staff member. Ensure specific examples of good and poor performance can be provided and the consequences of the performance should also be discussed. Suggestions for how to improve performance should be shared AFTER the person has been invited to share how they think they can improve performance. 

Immediate

Feedback should be provided immediately after the event or project. The longer the time period, the less impact and credibility the feedback has, the harder it is to remember specific incidents and the less opportunity the person has to improve before the next project/job/event. Providing feedback on performance as it occurs ensures that action is taken immediately to improve performance and that there are no surprises at the formal performance discussion. Feedback should only be delayed where it would embarrass a person in front of others or where more information is required about performance. 

Balanced

Feedback should contain both positive feedback and constructive criticism. Always start with the positive, then provide constructive criticism and discuss areas for improvement, then finish on a positive note and remember that overloading a staff member with feedback reduces the likelihood that it will be effective. Remember to give the staff member an opportunity to respond to the feedback. 

Constructive

Where performance meets or exceeds expectations, positive feedback will help to reinforce and enhance performance. Where performance has not met expectations, or a task has been performed incorrectly, the person should be told what happened and how it could be done correctly. This ensures that they understand where and why their performance did not meet acceptable standards, which aspects need to be changed and how this change could occur. 

Objective

Feedback should focus on facts, not opinions. Facts are real, concrete proven incidences of performance, eg; incidents which you saw or heard, incidents reported to you by clients, incidents which would be corroborated by any impartial observers. Referring to what a person does is more important than referring to what that person seems like to you.  

360 Degree Feedback

In 360-degree feedback, the people selected to provide input fill in a questionnaire describing the employee’s performance. The questionnaire usually consists of a number of statements rated on a scale (e.g., from 1 to 5) and includes the opportunity to provide additional comment. The employee in question also completes the questionnaire to assess his or her own performance.  

The process should be anonymous and the feedback should be presented to the employee in aggregate or summary terms (i.e., as a feedback report).  

To ensure the best possible results from the 360-degree feedback process, it’s important to ensure that:  

  • The questions are short, clear and relevant to the person’s job  
  • The respondents are credible to the person being appraised (i.e. They are deemed as being in a position where they can credibly provide input)  
  • Both the employee and those who will complete the questionnaires are adequately briefed on the process  
  • Feedback is never attributed to an individual respondent  
  • It is clearly stated how feedback will be given and by whom  
  • Training is provided to those individuals who will provide the feedback and results  
  • Issues of confidentiality are clearly communicated detailing who has access to the data and for what purpose  
  • The feedback report is concise, simple to understand and provides guidance on how the information can be used  
  • The process is constantly monitored and evaluated.  

Organisations sometimes outsource the 360-degree process. Workers access the process via links sent to their email address. 

Difficult conversations

Before you start preparing for the conversation, ensure that you have a clear understanding of the problem that you want to resolve.  

Make sure you know the facts of the situation before approaching the employee.  

  • Check relevant documents such as your workplace agreement or award, employment contract human resources policy, business data or employee records. Take documents you may need to the meeting. E.g., relevant policies, performance targets, and performance data at hand.  
  • Confirm key details and ensure you have a thorough understanding of employee entitlements. E.g., if the conversation is about termination of employment, you will need to know how much notice is required, what the final payout includes and ensure that the dismissal is fair.  
  • Be aware of any relevant internal workplace policies and procedures so you can manage issues consistently within your business. In these circumstances it is a good idea to seek advice from a supervisor, human resources manager, your industry association, legal advisor or the Fair Work Ombudsman (www.fairwork.gov.au). 

After you have gathered the facts, you should think about the situation from your employee’s perspective. Participate with an open mind, genuinely seeking to understand the situation from the employee’s point of view. Don’t be set in your assumptions – you may have misread the situation. 

Steps for a successful conversation

Step 1 – State the problem  

  • State the problem and provide examples. State the impact that the problem is having on the business.  

Step 2 – Listen and question  

  • Put aside your view and let the employee explain their side of the story and motives.  
  • Try to understand their point of view.  

Step 3 – Acknowledge  

  • Acknowledge the employee’s feelings and view of the situation.  
  • Confirm and clarify your understanding of what they have said and validate them where appropriate.  

Step 4 – Reassess your position  

  • After the employee has put forward their point of view, it is your turn to clarify your position without minimising theirs.  
  • What can you see from your perspective that they’ve missed? 
  • Has your position changed based on the information they provided?  

Step 5 – Look for solutions 

  • Work with the employee to develop solutions.  
  • Agree on a way forward.  

Step 6 – Close the conversation  

  • Clarify and document the agreed actions and next steps. 
  • Thank the employee. 

Information regarding difficult conversations can be found on the Communication in the workplace page on the Fair Work Ombudsman’s website 

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Updated February 2022