By Cheryl L. Mason, J.D.
The benefits of employee feedback can be as beneficial to the organization and its culture as it can be to the employee. Employees want feedback, so much so, they often seek it out. This goes to our core as human beings; we want to know we matter and that what we do is valuable. Your employees are human beings.
Feedback presents an opportunity to engage and connect with the employee; and for the employee to do likewise with their supervisor. For this reason, feedback should come from the employee’s supervisor, and if it is above and beyond, maybe even from a senior leader. Feedback can come in a variety of situations from performance reviews to acknowledgement of great work. All feedback is important and should occur often, not just annually or semi-annually. When an organization or leaders develop a reputation for providing relevant feedback to their employees regularly, a reputation of engagement and investment in the employees is created.
Depending on the organizational culture and how feedback is used, it can have negative connotations. For example, a supervisor may tell the employee they have to do better work, but if they do not provide advice, support, or tools to help the employee do so, the employee feels adrift. In contrast, if the supervisor provides constructive feedback, first highlighting what the employee did well and then explaining where the work could have been better, then the employee has clearer understanding. And if the supervisor provides examples or offers supportive tools, the employee has opportunity to take action to improve.
Leaders often overlook that acknowledging excellent work in a specific manner is a form of feedback. For example, if an employee is struggling with part of a project, and then suddenly has a breakthrough and delivers a great outcome, acknowledge it. The supervisor could say something like, “Jane, I know this was a challenge for you, and you worked through it as I knew you could. And wow! The result of your work made a difference to the customers and the organization.” And hopefully, the organization has regular awards, and Jane could be publicly recognized for her work.
The first step to providing effective employee feedback is knowing what your employees are doing and how they are doing overall. This required engagement from the leader.
The second step is developing a plan of action for how often feedback is given. Remember feedback includes awards and acknowledgements. Many organizations provide feedback annually or semi-annually. A few do so quarterly. What if you did spot awards or monthly acknowledgements? Catching your employees doing something good is always a win. Finally, the feedback, positive or constructive, must come from the leader/supervisor, not Human Resources. This is an investment of time in your employee and by doing this, you show that you care and they matter.
Feedback is an investment in your most important asset, your employees.
Relational leadership and management authority Cheryl L. Mason, J.D. is a TEDx speaker, author and CEO and Chief Catalyst of Catalyst Leadership Management—a firm helping CEOs, senior leaders, companies and teams lead with authenticity and empathy while leveraging strategy, analytics, vision and change management to realize record-breaking results. As the fourth Presidentially-appointed, Senate-confirmed—and the first woman and military spouse—to serve as the CEO /Chairman of the VA Board of Veterans’ Appeals, The Honorable Cheryl L. Mason has a proven track record of leading with an impactful morale-boosting, trust-based, people-centric approach. Mason also authored the acclaimed book “Dare to Relate: Leading with a Fierce Heart” centered on cultivating strong workforce relationships, She can be reached online
Thank you,
Glenda, Charlie and David Cates
