Feedback is the new Black

We previously got away with dishing out our staff feedback once a year, when we pulled on our big girl/boy pants and held our annual performance appraisals. Recent research shows us that this isn’t an effective way to influence change. What a shock?! Employees don’t want to be blindsided with feedback once a year, they want regular, if not instant, feedback. Now many businesses are seeing the benefits of establishing a continuous feedback culture.

We often avoid giving feedback because it makes us uncomfortable. However, giving feedback isn’t about us. In fact, in its purist sense, it should be a selfless act. We are coaching someone because we genuinely want to see them improve.

By shifting our mindset from ‘I don’t want to upset them’ or ‘I don’t think they can handle it’ to ‘I want to help them learn’ or ‘I want to inspire them to achieve more’, our purpose and our approach changes. Feedback should never be about punishment. If we don’t help them to understand how they can improve their work or how their actions are perceived by others, then we are leaving it to chance that they’ll somehow work this out on their own.

In our infographic, we give you a crash course on how to plan and conduct a feedback coaching conversation. Our ‘feedback giving muscle’ is like any other, the more we use it, the stronger it becomes.




Claire Huntington has over 15 years’ experience in senior and executive level human resource management and strategic leadership positions. Claire learnt HR under the wings of great mentors and through trial and error. She has a very practical hands-on approach to HR and management, and isn’t afraid to look outside the box. Claire is also mum to three primary-school aged firecrackers and is an avid photographer in her spare time.


Disclaimer: The material contained in this publication is of a general nature only. It is not, nor is intended to be, legal advice. If you wish to act based on the content of this publication, we recommend that you seek professional advice.

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