The Role of Feedback in a Review

Performance reviews vary from one organization to the next. In some settings they serve compliance and legalistic needs, in others they are used to drive performance, and in still others they are part of a talent development process. Sometimes the “annual review” is the only feedback an organizational member gets; other times goals are set at the beginning of a period, feedback is given along the way at frequent intervals, and the end-of-the-period performance review contains no surprises, celebrates progress, and sets new goals. There are many other ways in which reviews differ. This guidebook respects that different review processes are appropriate for different organizations and individuals. Our topic here is a small part of the performance review landscape; it is how to use feedback in whatever performance review context you find yourself.

Feedback is important assessment data that either supports continuing to perform in some manner or targets a desirable change in how one performs (doing more or less of something). Performance reviews with no feedback fail to present the argument for making a change, pursuing a goal, or keeping things as they are. They fail to demonstrate the urgency or importance of expectations and goals. And they fail to highlight and reinforce desirable behavior. Performance reviews with poorly delivered feedback create bad feelings, discomfort, distrust, and disengagement.

When you give effective feedback, the feedback receiver learns something useful and feels supported in continuing a kind of action or in taking different actions in the future; ineffective feedback adds no learning and fails to support continued or new action in the future. When the feedback you give is well received, both you and the receiver feel okay about yourselves and your relationship. Upsetting feedback triggers defensiveness in the receiver and frustrates the socially aware feedback giver.

If you are skilled at giving effective feedback, your feedback is more likely to be well received. People will generally hold you in high regard, seek you out for wise counsel, trust you, and want to work for and with you. On the other hand, if you are weak in this skill, people will generally lack clarity about your expectations and intent, they will be hurt or angry about how you treat them, and they will be reluctant to seek your counsel, solicit your input, confide in you, or keep you informed.

You can make performance reviews win-win for all the stakeholders if you understand how and when to use different types of feedback, if you can combine different types of feedback for maximum benefit, and if your feedback engages, informs, empowers, and inspires employees.