Real-time feedback is great in theory, but in practice, it can feel a little chaotic.
Some managers give lots of useful feedback frequently, while others take a more hands-off approach, assuming that their subordinates understand that “no news is good news”.
It may work for some people, but for others, the lack of a structured feedback session may make them see their career progression as a marathon with no checkpoints.
There’s also the issue of documentation.
A formal performance review gave employees a point of reference when negotiating a raise.
With real-time feedback, your entire case for a promotion might be scattered across screenshots of various emails and journal entries of offhanded “nice work” comments.
Most companies aren’t scrapping performance reviews entirely, but many are reimagining it in terms of frequency and approach.
Whether it’s structured check-ins or a system that tracks career growth, the format may change – but at the end of the day, feedback is here to stay.
No matter what version you’re dealing with, here are some tips for both managers and employees to make the most of it.
FOR MANAGERS: HOW TO CONDUCT CONSTRUCTIVE PERFORMANCE REVIEWS
1. Make feedback an ongoing thing, not a year-end ambush.
If the only time an employee hears about their shortcomings is during their review, you’ve failed as a manager. Performance reviews should feel like a summary, not a plot twist.
2. Be specific. Don’t rely on vague corporate-speak.
Saying, “You need to be more proactive” is useless. Instead, say, “I noticed you wait for tasks instead of suggesting new ideas – let’s work on that.”
The clearer the feedback, the less likely your employee is to walk out confused (or start secretly job-hunting).
3. If you’re going to criticise, offer a solution.
It’s easy to point out flaws; it’s harder to help someone fix them.
If an employee needs to improve, guide them: “Here’s what ‘better’ looks like and here’s how I’ll help you get there.”
Otherwise, you’re just demoralising them without direction.
