We all understand the value of communication when it comes to performance improvement. Evidence exists that supports the case for regular, frequent feedback, yet, the question of how much is enough can still remain. A recent Harvard Business Publishing article broaches this topic.

In the article, a top performing employee with a habit of asking for feedback on his work before submitting a final product is considered. This employee’s manager is feeling impatient over the number of requests for feedback; therefore, the question of whether the frequent requests are necessary emerges. Although the value of taking the time to quickly review the employee’s work is reinforced by reader’s comments, the discussion does raise questions about when and how often to give feedback.

Consider the following scenarios:

-an employee who avoids and never asks for feedback

-an employee who only asks for feedback when he or she is having difficulty accomplishing a task

-an employee who verifies all questions at the beginning of a project and frequently asks for feedback when getting a project off the ground

-an employee who asks for feedback but does not use the information contained in the response

-an employee who asks for feedback on a project only after all the preliminary work has been completed

-an employee who seeks feedback from a number of sources

Which of these examples would you say represents the best way to seek advice? Aside from the examples that show a lack of communication (i.e.: never asking for an opinion or not incorporating suggestions), the answer to the question is-- it depends.

Employees are unique and have individual learning styles, subsequently, their need for feedback will vary. Take for example, the response by Tami Hance to the Harvard Business Publishing article: “My guess is that Geoff is a member of Generation Y and if you have studied generation marketing you will realize that the 20 somethings in our companies require our feedback and direction, that is what makes them happy.”

Generation can impact individual feedback expectations just as culture, learning style, length of time in a job, experience and confidence level can. Subsequently, it can’t hurt to clarify expectations early on. Just as performance expectations are set at the beginning of the year, feedback expectations can also be established. 

Employees should answer the following questions:

-how do you prefer to obtain new information?

-what is your preferred learning style?

-how do you like to receive feedback?

-how often do you like to receive feedback?

-what type of information do you need at the beginning of a project or task to help you carry out expectations in the most effective way?

-what is the best way to evaluate progress and help you improve?

Attempting to answer these questions will support an employee’s growth and development. An employee who knows exactly the information he or she needs to carry out a project effectively will perform better. Individual preferences can be used to customize feedback delivery.

This discussion can also help avoid scenarios such as:

-a manager who only gives feedback when things go wrong

-a manager who is overly involved in the process—at every step along the way—of a project

Not to be neglected is the question of how an employee can provide feedback to his or her manager. Michael George writes in Talent Management Magazine “Employees' true hot-button issues are not job performance (most employees crave feedback and eagerly incorporate direction regarding their performance improvement) or compensation (employees generally understand and accept the pace of increases and the need to earn their compensation or promotion). Yet, these are the topics that inspire fear in the hearts of managers who imagine performance and pay topics as nightmarish conversations. Hot buttons that cause frustration and often misguided behavior for many employees include assigning work that doesn't seem to be part of the job, preferential treatment or lack of discipline toward other employees, "dumping" work and overwhelming staff members, taking undue credit, not being supportive with management, not helping to knock down barriers to success and not addressing team discontent. One of the most effective techniques managers can employ is to let employees know they can call them out on these types of issues.”

An employee who is clear about how his or her manager prefers to receive feedback--and has discussed this ahead of time--will feel more comfortable communicating openly. 

A quick discussion about feedback styles and requirements at the beginning of the year could help a manager and his or her direct report avoid many headaches throughout the year.

References:

George, Michael. “Delivering Effective Feedback.” Talent Management Magazine [www.talentmgt.com]. October 2007.

Harvard Business Publishing. “The Case of the Needy Employee” [www. harvardbusiness.org]. January 8, 2009.