Importance of Employee Feedback

"I don't even know why I am bothering to write this since no one will actually read it."   Those words screamed back at me as I stared at my computer screen, reading through each comment on our recent #employeeengagement survey, including, ironically, this comment.   At first I wanted to figure out who said it (impossible) and write to them - "I am reading your comment! See, you DO matter!"   But then I let the gravity of the comment sink into me.   What I realized in that moment was two important lessons about the #employeeexperience -   The first thing I learned is that people WANT to be heard. Desperately.    And if you give them a way to be heard they appreciate it and lean into it, EVEN IF they think no one will hear.    If you are at all considering ridding your organization of your employee survey (as I was at the time) consider this lesson, hard. Even if you do nothing, the simple act of listening is meaningful.    I'll add that if you don't give them a formal way to share their feedback, chances are far higher that employees will take those comments somewhere else, like social media and public comment boards. Because they want to be heard. By someone.   The second thing I learned is that I was doing a terrible job of showcasing how we monitored and acted on feedback. That was on me.    This person thought we did nothing with it to the point that no one would even read their comments. That realization hit me hard.    I had to do better, to showcase WHY we were asking, WHAT we heard, and HOW we were going to take action. Because while, yes, I said above that people want to be heard even if nothing is done about it, the more times nothing is done - or that they BELIEVE nothing is done, then eventually they WILL stop sharing, and we are back to them going out to a public forum instead.   In the end, my big takeaway from this was that employee surveys are a powerful tool for boosting the employee experience - when used correctly.   They provide a direct channel for employees to voice their thoughts and concerns, fostering a culture of transparency and trust.   AND, when we actively listen to what they have to say and respond to feedback, we show our employees that their voices MATTER.   So, I now think of these surveys as less about monitoring engagement - we can do that through other leading indicators and analytics - and more about employee listening and the power that has to transform our workplaces. #iamtalentcentric #humanresources #talentmanagement

If someone is surprised by the feedback they receive, this is a management failure. After witnessing multiple instances of this failure at Amazon, we realized our feedback mechanism was deeply flawed. So, we fixed it. In order for the organization to perform at its highest, employees need to know not only what is expected of them, but also how those expectations will be measured. Too often, managers assume that capable people will simply “figure things out,” but this is difficult and destined to fail without explicit expectations and continuous feedback. I remember the experience of an employee we can call “Melinda.” She had been a strong performer for two years before she transitioned into a new role on another team. She attacked the new opportunity with enthusiasm, working long hours and believing she was on the right track. Then, her manager expressed concerns about her performance and the criticism came as a shock. The feedback was vague, and there had been no regular check-ins or early signs to help her course-correct. This caused her motivation to suffer and her performance declined significantly. Eventually, she left the company. Afterward, we conducted a full review and we discovered that Melinda’s manager had never clearly articulated the expectations of the new role. Worse, her previous achievements had been disregarded in her evaluation. The system had failed her. This incident was not isolated. It illustrated a pattern. It revealed broader gaps in how we managed performance transitions and feedback loops. So, in response, we developed and deployed new mechanisms to ensure clarity from day one. We began requiring managers to explicitly define role expectations and conduct structured check-ins during an employee’s first 90 days in a new position. We also reinforced the cultural norm that feedback must be timely, specific, and actionable. These changes were rooted in a core principle of leadership: you have to make others successful too. Good management does not involve catching people off guard or putting them in “sink or swim” situations. When employees fail because expectations were unclear, that failure belongs to the manager. The best thing to do when you see those failures is to treat them as systems to improve. That’s how you build a culture of high performance.

Teams with continuous feedback programs show 23% higher profitability and 18% greater productivity than those relying on outdated annual performance reviews. AI ALPI research has uncovered a critical shift in top-performing HR departments. While 76% of organizations still rely on annual reviews, market leaders are leveraging technology-enabled continuous feedback loops that drive real business outcomes. → Weekly micro-feedback sessions are replacing quarterly or annual reviews, creating psychological safety and real-time course correction ↳ This approach reduces employee anxiety and creates 3x more actionable insights than traditional methods → AI-powered tools now enable performance tracking without the administrative burden ↳ HR leaders implementing these systems report 42% reduction in management time spent on performance administration → Human-centered leadership training has become a critical enabler ↳ Organizations investing in empathy-driven feedback skills see 37% higher retention rates among high performers Companies that implemented continuous feedback systems initially saw a temporary 15% drop in satisfaction as managers adjusted to more frequent, meaningful conversations. By month three, both engagement and productivity metrics surpassed previous levels by significant margins. 🔥 Want more breakdowns like this? Follow along for insights on: → Getting started with AI in HR teams → Scaling AI adoption across HR functions → Building AI competency in HR departments → Taking HR AI platforms to enterprise market → Developing HR AI products that solve real problems #ContinuousFeedback #HRTech #FutureOfWork #LeadershipDevelopment #PerformanceManagement

"Feedback is a gift. It's an opportunity to learn and grow" At Google, we believe in the power of feedback to drive improvement. Sometimes feedback can be tough to hear. But taking the time to unpack it, understand the perspective, and reflect on it is crucial. Why feedback matters: - It reveals blind spots we cannot see ourselves - It accelerates learning by shortcutting trial and error - It demonstrates that others are invested in your success - It creates alignment between perception and reality How to receive feedback effectively: 1. Approach with curiosity, not defensiveness When receiving feedback, your first reaction might be to justify or explain. Instead, listen deeply and ask clarifying questions: "Can you give me a specific example?" or "What would success look like to you?" 2. Separate intention from impact Remember that well-intentioned actions can still have unintended consequences. Focus on understanding the impact rather than defending your intentions. 3. Look for patterns across multiple sources Individual feedback may reflect personal preferences, but patterns across multiple sources often reveal genuine opportunities for growth. 4. Prioritize actionable insights Not all feedback requires action. Evaluate which points will have the greatest impact on your effectiveness and focus your energy there. 5. Follow up and close the loop Demonstrate your commitment by acknowledging the feedback, sharing your action plan, and following up on your progress. Creating a feedback-rich environment: - Model vulnerability by asking for feedback yourself - Recognize and celebrate when people implement feedback successfully - Make it routine through structured check-ins rather than waiting for formal reviews At Google, we've learned that organizations with robust feedback cultures innovate faster, adapt more quickly to market changes, and build more inclusive workplaces. Let's commit to seeing feedback not as criticism but as a valuable investment in our collective future. The discomfort is temporary, but the growth is lasting. #motivation #productivity #mindset

Hey leaders, how's your feedback game? Does every member of your team know where they stand in these areas? -Performance 📈 -Skills/Competencies 💡 -Individual and Team Goals 🎯 -Collaboration and Teamwork 👥 -Initiative and Innovation 💥 -Time Management ⏰ -Career Growth and Progression 🌱 Gallup found that employees who get regular feedback are 3.5 times more likely to be engaged at work than those who get it once a year or less. If you are waiting for mid/annual review time to give your team feedback you are missing the mark. ➡ High performers want meaningful feedback (more than just "keep up the good work"). ➡ Lower performers need meaningful feedback plus support, coaching, and accountability. Good feedback is timely, relevant, actionable, unbiased, and focused on behaviors (not personal traits). Ongoing feedback fosters growth, engagement, and a culture of continuous learning, which is directly connected to employee retention. Your team members should not only receive feedback but also have the opportunity to provide you with feedback. What's the best feedback you've received and how did it impact your career?

He's going to quit... For the sake of privacy let's call this employee Joe. Joe was a top performer—engaged, positive, and someone his peers confided in. Management labeled him a "complainer". He’d point out how overrun meetings were unproductive, how the CEO’s morning rants were dragging down morale, and how management needed to step in because he didn’t want to be the team’s emotional sounding board. His feedback was always constructive, not complaining. He wanted things to improve. But over time, something changed... The feedback slowed. He stopped volunteering for projects. He wasn’t in my office anymore, sharing ideas. When I finally asked, “Hey, are you okay? I haven’t seen you around,” he replied: “Oh, yeah. Just been busy trying to keep my nose clean.” I flagged it to his manager, but nothing changed. Two weeks later, he resigned. Our COO asked him, “Please, tell us how we can make this work. We’ll do whatever it takes.” His answer was devastatingly clear: “I already did. You weren’t willing.” This was years ago and I still think about what I learned that day: 1️⃣ Feedback needs action. When someone takes the time to point out what’s wrong, you owe them a response—action, or at least acknowledgment. 2️⃣ Disengagement is a warning sign. When an engaged employee starts pulling back, it’s not just busyness. It’s a signal, and ignoring it is a mistake.

Even before joining Microsoft, I knew Dawn Klinghoffer was a trailblazer in the field of people analytics. Now, it’s a joy to collaborate with her as she adds so much insight to workforce strategy.   As leaders, we have access to a lot of people data. What makes this data valuable is understanding what the data is really saying and how to act on it. Dawn's recent article in the Harvard Business Review offers a mini course on just that.   Here are my top takeaways:   Prioritize Listening: Make sure your listening strategy is comprehensive. Use both direct and indirect signals to get a full picture of employee sentiments. Leverage Technology: Use AI and other technologies to quickly and accurately analyze data, turning insights into actions. Empower Managers: Equip managers with the tools and training they need to create their own feedback loops, ensuring feedback leads to tangible improvements within their teams. Transparency and Accountability: Be transparent about how feedback will be used and set clear next steps. This builds trust and encourages continuous participation from employees.   I hope you find this article both inspirational and actionable. By adopting these strategies, organizations can fully leverage their employees' voices to foster positive transformation, boost engagement, and secure long-term success.

It's mid-year, which means many leaders are conducting employee performance reviews. That's good—delaying until year-end is too late. More frequently is better, yet if you're not giving feedback the right way, it's pointless! Too often, reviews are unhelpful and vague, lacking concrete examples or clear explanations of how employees' work impacts customers. It creates confusion, low morale, and turnover. Research indicates: Only 31% of U.S. employees are engaged at work—the lowest in a decade (Gallup, 2025). 24% of employees would quit their jobs because of ineffective performance appraisals (Folkshr, 2025). The good news: You can turn it around at your company. Here are examples that benefit both individuals and those they serve. ✖️ Instead of: “You’re doing great.” ✔️ Say: “You took direct customer complaints and brought them into our weekly meeting. Because of that, we fixed an onboarding error that caused 40% of new users to call support in their first week.” ✖️ Instead of: “You’re a team player.” ✔️ Say: “You supported the product managers by sharing relevant customer feedback they didn’t have. That collaboration saved time—and solved the issue faster.” These are real examples. I’ve led hundreds of performance reviews—and been on the receiving end, too. I know how easy it is to get it wrong. And how powerful it is when you get it right. Want more actionable strategies? Message and follow me on LinkedIn + subscribe to my newsletter. What are your views? Comment below. #DoingCXRight #customerexperience #leadership

Employee feedback is a gift. The best leaders seek it aggressively; The worst leaders silence those speaking up. Employees only bring problems and concerns if they believe leaders can do something about them. Managers need to see feedback as a request for help, not an attack on their ego. Leaders have to be approachable, willing to listen, and open to hearing feedback in all forms. If they run from feedback - this is a big red flag. For those interviewing, Here are 3 questions for your future manager to understand how they leverage feedback: 1 → What’s something your team has taught you recently? ↳ Reveals how they learn from those in their care. 2 → What mechanisms have you created to listen to your employees? ↳ Reveals how much they value feedback. 3 → Can you give me an example of a time when you received negative feedback or criticism, what was the outcome of the situation? ↳Reveals what they did with something negative. As always, feel free to customize these to your liking. But make sure you take the time to investigate. I'll leave you with a quote from Colin Powell: "The day soldiers stop bringing you their problems is the day you have stopped leading them". You deserve a manager who wants your feedback, and to work in a place where your voice is valued. ♻️ Repost if you love hearing feedback! Follow Adam for daily job search content.

I spend a lot of time in my Northwestern University - Kellogg School of Management leadership classes and in my leadership seminars to executives explaining the importance of providing feedback. While most people will nod in agreement, I believe many do not realize what providing feedback really means. I recently asked an executive if he provided his team with feedback, and he stated, “Absolutely! I sit down with each person once a year and complete the feedback form from Human Resources.” Completing a form from Human Resources once a year has nothing to do with providing feedback. I define feedback as “open, honest, continuous, and transparent.” If someone works for me, there is nothing we will discuss on that once-a-year form that we haven’t discussed multiple times. I believe that it is critically important that each person has a clear understanding of what they do well and what are the areas in which they should focus to be more successful in the future. I believe each manager has the responsibility to develop each person to their “full potential.” And if the job requires more than what the person is capable of achieving, the manager should either find a position in the company for the individual that is a better fit, or help them find a job in another company that is a better fit. If you are wondering how good you are at providing feedback, here is an easy test: If you are good at providing feedback, you will never surprise the recipient of the feedback. You will take the time to set clear expectations and clearly communicate them. If the person is surprised by the feedback, I question whether you set clear expectations. So why do I state that providing feedback is a “moral responsibility?” Very simply, doesn’t every person have the right to understand how they are performing and developing in the organization? If the person has several areas that need development, how can they develop if no one tells them what those areas are? We have all seen situations where somebody doesn’t receive feedback for several years and then is told that they will not be promoted because of certain performance shortfalls. But how can the person develop if they don’t know what the development areas are? Therefore, the more “open, honest, continuous, and transparent” the feedback is, the higher the probability of the person making progress and reaching their “full potential.” You can read the rest of my blog post at the link below. #feedback #feedforward #valuesbasedleadership https://wp.me/p4ONH1-2Uz