How to give feedback

Feedback is a necessary evil. You've probably received it at one time or another, and chances are, as an HR professional, a line manager, or both, you've also had to give it.

Done properly, feedback can help with morale and performance. Done poorly, it can cause long-term problems.

How to do it

First, set the scene. Feedback should be given in private. You could book a meeting room or opt for the more relaxed and less intimidating background of a coffee shop, as long as your conversation cannot be overheard. Keep the discussion official - make notes in advance. Know what you are going to say, and why. If this meeting is part of an ongoing process, have the notes from the last appraisal to hand, should you need to comment on any improvements or slides in performance.

Choose your tone carefully. You need to stay positive and objective. If you start off in an accusatory tone, it will only get worse. And remember that feedback isn't personal - it's about someone's work, not their personality. Saying "You're not doing this properly" or "You still haven't got the hang of this" will set a horribly negative tone that you won't be able to fix.

Feedback is meant to help the employee develop, and they won't if they are left feeling defensive and at fault. Try "I've noticed that", or "I realise that" - this will take the blame out of the situation. Ask for input - a good employee will have done some thinking before the meeting, and may want to use this opportunity to explain why they've done things in a certain way. You may even get some feedback on your own management technique.

The key is to accentuate the positive. Start with what's gone well. Explain what you like about your colleague's work, and why. Tell them how it has helped you, or the department, or the company. Make them feel good about themselves. Management behaviour coach Marshall Goldsmith and his colleague Jon Katzenbach have coined the term "feedforward".

Goldsmith says: "When you think of giving feedback, start giving feedforward - focus on the promise of the future, rather than the mistakes of the past."

Dealing with bad news

The good news is just the first layer of the "feedback sandwich". You still have to deal with the bad news. This may be a routine meeting, but there will always be some task which hasn't gone as well as the others. Don't go into the meeting with a vague idea of things having gone wrong, or a woolly sense of not being happy with the person involved. You need to identify the issues beforehand, and have examples to back up your comments.

Everything you say must be clear, well illustrated and neutral. If there is a real problem with quality of work, you may need to arrange a follow-up meeting - or even training.

You should remain constructive. Telling someone that their work is poor will get neither of you anywhere. You need to suggest ways to improvement. If this is in ongoing problem, but the other aspects of the employee's work are good, it might be worth encouraging them to find a mentor - or do some research before the meeting and suggest one yourself. And make sure you both have your say - ask the person you're meeting why they find things difficult. Find out if there is a reason to the poor performance.

End on a positive note. This is the final layer of your sandwich, and the one they walk away from the meeting with. Echo your initial comments - remind them of what they do well, and why you value them.

If you only do 5 things

1. Be clear

2. Emphasise the positive

3. Be sensitive

4. Suggest ways to improve

5. Stay objective

For more information

Giving Feedback (pocket mentor)

Harvard Business School Press, £6.99

ISBN: 142210348

Appraisal, Feedback and Development

Clive Fletcher, Routledge, 24.99

ISBN: 0415446910

How to give and receive feedback

How to give effective feedback

Expert's view: giving feedback

by Dr Almuth McDowall, lecturer, occupational psychology, University of Surrey

What are the main challenges?

Research has shown a relatively weak link between giving feedback and improvements in behaviour. Performance can go up or down as a result, and it's not as easy as saying that praise will motivate whereas criticism will de-motivate. A range of issues has a bearing on the after-effects of feedback, such as people's motivation and self belief, as well as the content. The understanding of this complexity is the key to making feedback more effective.

What should you avoid doing?

The information relayed in feedback can have detrimental effects, particularly when it comes out of the blue. We all like hearing good news about ourselves, and are more likely to brush off criticism. Therefore avoid blanket statements such as 'you need to do better' by translating them into concrete examples.

Top tips:

• Understand who you are giving feedback to and adapt your style.
• Be precise and take extra care to back it up with concrete examples if it is negative.
• Ensure that you are seen as credible. Do you have the right knowledge and authority to convey a particular bit of feedback?
• Feedback needs to be directed towards the future to impact on behaviour, so ensure that everyone buys into realistic but challenging goals that come out of the feedback process.