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The case for feedback
According to Harvard Business Review, 72% of
people feel their performance would improve if
their managers provided corrective feedback.
In fact, the same survey found that 57% of people
prefer corrective feedback to purely praise and
recognition.
Giving regular feedback is one way we can show
employees that they are valued and useful. Even
negative feedback can spur people on to want to
do better.
Any feedback, good or bad, will reinforce to your
employees that there is a point to what they are
doing.
A study by Officevibe shows that 4 in 10 workers are
actively disengaged when they receive little or no
feedback.
The research also highlighted how important it is for
employees to receive regular feedback.
43% of highly engaged employees receive feedback at
least once a week compared to only 18% of employees
with low engagement.
Peer to peer feedback opens up the communication
channels between employees. This can be particularly
useful if there is conflict or tension between colleagues.
Giving feedback is an opportunity to get things out in
the open so that issues can be resolved and they can
find ways to work together better.
When to give feedback?
• After you have calmed down
• As soon as possible
• Informally, regularly & in small chunks
e.g. after a meeting or at the coffee point
• Formally, when informal feedback isn’t working
i.e. book an appointment, write it down

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The case for feedback

  • 1. The case for feedback
  • 2. According to Harvard Business Review, 72% of people feel their performance would improve if their managers provided corrective feedback. In fact, the same survey found that 57% of people prefer corrective feedback to purely praise and recognition.
  • 3. Giving regular feedback is one way we can show employees that they are valued and useful. Even negative feedback can spur people on to want to do better. Any feedback, good or bad, will reinforce to your employees that there is a point to what they are doing.
  • 4. A study by Officevibe shows that 4 in 10 workers are actively disengaged when they receive little or no feedback. The research also highlighted how important it is for employees to receive regular feedback. 43% of highly engaged employees receive feedback at least once a week compared to only 18% of employees with low engagement.
  • 5. Peer to peer feedback opens up the communication channels between employees. This can be particularly useful if there is conflict or tension between colleagues. Giving feedback is an opportunity to get things out in the open so that issues can be resolved and they can find ways to work together better.
  • 6. When to give feedback?
  • 7. • After you have calmed down • As soon as possible • Informally, regularly & in small chunks e.g. after a meeting or at the coffee point • Formally, when informal feedback isn’t working i.e. book an appointment, write it down