Hearing constructive criticism can be tough, particularly when it relates to something you have invested a lot of effort into. If receiving feedback feels challenging, there are strategies to help, such as taking time to reflect before responding, rather than reacting impulsively.

But also how about delivering the feedback, how can employers make sure they deliver feedback effectively?

To effectively tailor feedback, it is crucial to consider various factors that can influence the evaluation process. A one-size-fits-all approach is not usually helpful; information should not be gathered just for the sake of having an evaluation process.

Instead, feedback should be strategically aligned with the specific needs and context of the activity in question. Factors such as the strategic importance of an activity, the number of stakeholders involved, and the role of feedback in aiding financial decision-making all play a critical role. Additionally, access to resources can significantly impact the quality and relevance of the feedback provided.

Gathering feedback electronically is easier to analyse; however, employees may be driven to suffer from survey fatigue if they are asked to complete a number of them within a short time.

In some cases, a focus group might be more suitable, providing richer, more nuanced information. Quick feedback, through a pulse survey, can be efficiently gathered via QR codes that employees access on their mobile phones. However, it’s crucial to ensure inclusivity, recognising that perhaps within your organisation not all employees have access to technology.

To mitigate the need for frequent surveys, organisations might aim to foster open communication which can reduce the need for specific interventions such as feedback surveys. This can take many different forms, such as departmental or whole organisational meetings where issues can be raised and addressed.

In some instances, it would be more appropriate to communicate to smaller audiences or at the individual level, ensuring that the feedback is both meaningful and targeted.

How should employee feedback be organised? 

• Make it as straightforward as possible to encourage participation 
• Be realistic about the time it takes to complete and ensure that employees have time during their typical working day to complete it
• Try to design questions with a balance of what worked well and the areas that were less positively received
• Share the results alongside the plans that will be taken forward, e.g. ‘You said we did’ 
• Avoid the same questions year after year 
• Try and focus on some key issues 
• Quick pulse checks can be really helpful 

What are the common pitfalls?  

Many training providers use the expression “We love feedback,” but saying it does not mean it is true! Often, it means that people like positive feedback but focus less on the areas for development. While this may make people feel more positive, it does not support the continuous improvement of the training programmes. 

The key mistake organisations make is not using evaluation data to make improvements. If employees have dedicated time to providing feedback, it can be demoralising if it has not been acted upon. This type of failure may reduce the quality and quantity of feedback people are prepared to give for future requests. 

Feedback is usually anonymous, except in situations like personal performance reviews. When anonymity is promised, it is crucial that it is respected. Those reviewing the feedback should not try to guess who provided the comments, as this could undermine the integrity of the process and discourage honest input in the future.