Feedback goes beyond just filling out an appraisal form. When you think of “performance appraisal,” the first thing that might come to mind is a stack of paper: checklists, evaluations, and those all-too-familiar reports that elicit predictable reactions.
This is a concern.
Relying solely on forms for feedback means you’re already at a disadvantage when it comes to meaningful evaluation. If performance meetings are based on forms, the only change you make is transforming what could have been a natural and constructive conversation into an awkward and tense assessment. Sure, there are valid reasons to document the appraisal process, but the performance metrics should merely affirm that a review has taken place, rather than serve as a tool for the review itself.
Late feeback is feedback lost
There’s often a prevailing belief that performance reviews are unpleasant and infrequent. A common complaint is that feedback comes too late after the performance has taken place. This is where “quick feedback” becomes important. There are many methods to accelerate the feedback process. For instance, managers can weave feedback into regular meetings, and using email, phone calls, or even notes to communicate feedback can be quite effective.
Ideally, dedicating time daily to offer feedback to team members would be beneficial. As author Bruce Tulgan points out, “If we truly want a just-in-time workforce, we need to create just-in-time feedback.”
Ask for feeback. Define accountability
It’s unwise to place all the blame for performance review shortcomings on the individuals delivering them. Feedback operates just like any other business process: the effort you put in determines what you get out. Managers aren’t solely responsible for their employees’ performance; individuals are. Feedback is everywhere if you take the time to notice it. If you feel you’re not receiving enough feedback, don’t hesitate to ask for it.
A raise doesn’t replace feedback
It’s hard to argue against the idea that better performance deserves better compensation.
However, most performance management experts caution that directly linking reviews to raises can lead to issues that are difficult to manage. A raise is merely a transaction regarding monetary compensation, while feedback is a conversation focused on creating meaning.
Feedback is centered around success for both your team and your customers. Compensation pertains to the economy and market skills. Pay and feedback don’t always correlate: while positive feedback can lead to opportunities for raises, it does not automatically guarantee them.
