Employee feedback is far more than just part of an onboarding checklist or a one-year tick-box exercise. To be honest, it is a powerful tool that drives growth, engagement, and success for individuals and organisations.
By encouraging open communication, feedback creates learning opportunities, builds trust, and strengthens the bonds between teams and peers. It’s the thing new starters (and the rest) need most. You can find out more about this below.
So, whether you are recognising a job well done or addressing areas for improvement, effective feedback empowers people to get on with their best work and helps organisations adapt in a brutal market - even when the great resignation may now just be a footnote in history
This guide will dive into why employee feedback matters, the different forms it takes, and practical tips for building a culture where employees and employers don´t clash. And remember, your feedback is not your opinion.
Table of contents
So, what´s Employee Feedback?
Simply put, employee feedback is the exchange of insights, observations, and ideas between employees and their managers or other peers. It is a two-way street that encompasses constructive advice, recognition of achievements, and suggestions for improvement—all aimed at helping people grow and improving how we work together.
Now, I am not a snitch, but too many companies reduce what should be a mutual exchange into a simple, one-way directive. Even CIPD backs this. True reciprocity is rare. The CIPD Good Work Index 2025 data shows that whilst half of managers might ask for views, only 37% of staff feel empowered to actually influence final decisions. Asking is one thing; acting on it is another.
This feedback can happen in many ways, from formal performance reviews and structured employee surveys to a quick chat by the coffee machine.
Why Employee Feedback (still) matters
Feedback isn´t a “nice to have”, it is the vital part of a productive, blissful and happy workplace. It helps team members to share their perspectives and ideas that drive real money. When done right, feedback is a game-changer. It transforms the daily grind into a culture of continuous improvement.
The stakes are high. As CIPD research into relationships at work discovered, an estimated 10 million UK workers do not believe they receive useful feedback from their manager. That is a massive portion of the workforce operating in the dark.
At an individual level, this approach boosts morale and sense of belonging. Also, it ensures staff feel genuinely valued (viewed as far more than just a resource behind a screen). Gallup data reveals that 80% of employees who receive meaningful feedback weekly are fully engaged, regardless of whether they are remote or on-site.
This clarity drives productivity by taking the guesswork out of the equation; when people know precisely what is expected of them, they can simply get on with the job. Simultaneously, this culture fosters professional development. Constructive review helps individuals hone their skills, whilst recognition cements the behaviours you expect to see.
For leadership, this loop keeps a finger on the pulse, providing the insight needed to refine processes and nip issues in the bud before they escalate. Ultimately, prioritising the "Employee Voice" builds trust and retains top talent, cultivating a resilient workforce that is keen to stay the course.
Tips to give effective feedback
Preparation and approach
# Highlight actions and behaviours: Focus on behaviour, not personality. Separate the behaviour from the employee's identity. Otherwise, this can result in the employee missing the actual critique.
# Be timely: Have the conversation as soon as possible. If you wait too long, the context is lost, and the issue can fester, impacting the wider team environment.
# Stick to the facts: Describe what "a camera would record." Avoid subjective adjectives and sweeping generalisation (like "always" or "never") that don´t paint you in the best light.
During the conversation
# Ask for a quick chat: Check the other person's availability first. Instead of approaching them directly, you can ask: "Have you got five minutes to chat about something I think might help us?"
# Be objective and specific: Ambiguity leads to confusion, the real arch enemy of effective feedback. If there is a problem, be transparent about it. Enhance trust and transparency, including clarity and fairness, in all your one-to-ones
# Speak from your perspective: Use "I" statements to own your interpretation (e.g., "To me, it seemed...") rather than pointing fingers at managers or employees ("You are...").
# Include accountability: Acknowledging your own responsibility (e.g., "Perhaps I didn't explain the brief clearly enough") makes it feel like a real collaboration rather than an attack.
# Encourage a two-way dialogue: After giving feedback, ask: "what do you think?". Then, actively listen to their view to start building genuine commitment. Their perspective could provide a genuine explanation for that poor performance.
Closing and follow-up
# Offer new solutions: It isn't enough to just point out a mistake; help facilitate a solution through training, resources, or direct support from you, peers or managers.
# Define a plan (SMART): Set clear, measurable objectives together (if possible). Avoid vagueness. Yes, again. Back your points with real data or specific examples, and leave no room for doubt about what is expected. Explore what you want from the year and map out how you’ll achieve it.
# Always follow up: Feedback never ends when the meeting ends. It’s not enough to share your ideas; you need to take the time to check the plan effectively. Wrap it up, check in on progress from time to time, and see if the plan is working.
9 types of Employee Feedback (+ examples)
Feedback isn’t just for the annual review; it’s the fuel for a healthy culture. Now, you will find out some key types of feedback, along with examples to understand how to handle them. Get ready to put your HR influence skills to work.
💡 Before we kick off: Before delivering any feedback, pause and recognise your own emotional state. Just like the recipient, the giver goes through a cycle of processing the situation. Ensure you aren't acting out of shock or anger.
Positive Feedback
This isn't just about morale; it's about reinforcing what works. Moving beyond a generic 'cheers' or 'well done,' it identifies the specific behaviours that drive success, giving the team a clear blueprint for repeating them.
Example: "Your presentation yesterday was absolutely spot on—it clearly explained our strategy and really engaged the room. Brilliant effort."
Constructive Feedback
This is about spotting where things need a little adjustment. It’s purely constructive—building the person up rather than tearing them down (and the rest of the team on the way down). It identifies where things need a slight tweak, with the main focus on improvement. Think of this as a (small) shift to keep us on track.
Example: "Since we shifted to remote working, I’ve found it a bit tricky to get hold of you at key times. We need to find a way to ensure we stay aligned during core hours."
Upward Feedback
This is about feedback flowing up, not just down. It keeps leadership grounded and shows a genuine willingness to learn from the team. This helps managers avoid blind spots and proves that leadership is ready to listen and adapt.
Example: "I want to deliver my best work, but when tasks arrive last minute without context, I struggle to meet the quality we both want. Could we look at setting clearer briefs?"
Peer-to-Peer Feedback
This is shared between team members. Respect is vital here to ensure the feedback is taken in the right spirit. Having a third party present is key here. They keep the process on track, ensuring the feedback leads to real change. Through guided reflection, you can help harmonise day-to-day responsibilities with longer-term career aspirations.
Example: "I’ve noticed in our recent meetings that some of the quieter team members haven’t had a chance to chip in. It would be great if we could both create a bit more space for everyone to speak up."
Appreciative Feedback
It’s about spotting the effort employees put into their day-to-day, not just the final output. Done right, this makes people feel properly recognised. With this feedback, though, it’s essential you take the time upfront to analyse behaviours with the help of peers and managers.
Example: "I really appreciated how you kept your cool during that difficult client call. Your quick thinking saved the day—great work."
Real-Time Feedback
Delivering feedback 'in the moment' nips issues in the bud. It stops small problems from spiralling into something much bigger. By tackling it while the context is still fresh, you avoid the awkwardness of dredging up the issue weeks later.
Example: "I just read your email and, to be honest, the tone felt a bit sharp. I’m sure you didn't mean to offend, but let’s try to keep the written comms a bit more collaborative."
Developmental Feedback
Think of this as looking at the bigger picture. It looks past immediate tasks to focus on long-term aspirations, ensuring the individual is properly equipped for the next stage of their career. Transform your ideas into a practical roadmap for your year ahead.
Example: "The client felt the presentation structure was a little hard to follow. Let’s look at some advanced training so you feel more confident fielding those tough questions next time."
Formal Feedback
These are structured, documented conversations, typically part of the performance review. It helps you take some time away from the desk to see how individual achievements align with the wider business strategy. It involves taking a high-level view, joining the dots between personal performance and the impact your company aim to make.
Example: "Reviewing the last project, the final report didn't quite reflect the collaborative nature of the work. As you grow into a leadership role, it’s important you ensure visibility is shared fairly across the team."
Informal Feedback
Feedback doesn´t have to be formal or overly time-consuming. This is a low-pressure type of feedback, and often happens off the cuff. It’s the 'quick word' over a coffee that helps build rapport without the formality of a meeting. It keeps communication lines open and helps things run smoothly outside of rigid structures.
Example: "Thanks for clarifying that point during the stand-up. It really helped everyone get their heads around the issue. Cheers!"
Feedback that blocks connection
Marshall Rosenberg points out in his book “Nonviolent Communication: A Language of Life” that a lot of our everyday language actually gets in the way of empathy.
In chapter 2, he calls these habits life-alienating communication because they tend to spark blame, defensiveness, fear or outright hostility. Basically, the complete opposite of what good feedback is meant to achieve.
So, instead of helping someone understand what’s needed, this sort of language simply shuts the conversation down.
Moralistic Judgements
Marshall thinks this is the biggest culprit of all (and we can´t agree more). When we call someone right or wrong, good or bad, selfish, lazy, and so on, we’re not offering effective feedback to our employees, we’re just judging them.
This sort of language focuses more on what’s “wrong” rather than what might actually be needed. It sparks defensiveness almost instantly and tends to make people react from fear, guilt, or shame rather than genuine goodwill. As Rosenberg puts it, this is a “tragic expression” of unmet needs.
He makes a clear distinction between value judgements (“I value honesty”) and moralistic ones (“You’re dishonest”). So, ditch moralising comments that block connection for meaningful conversation.
Comparisons
Comparing different employees (whether to other team members or to some imagined ideal) is simply another form of judgement.
The impact is familiar: people end up feeling inadequate or, in some cases, superior. We drift away from what’s needed and towards self-criticism or competition.
Denial of Responsibility
Rosenberg highlights how easily we use language to dodge our own responsibility. Sloppy phrases like the one below suggest that our actions are controlled entirely by outside forces:
# “I had no choice…”
# “You’re making me angry.”
# “It’s just company policy.”
# “You’re making me angry.”
# “It’s just company policy.”
In feedback, this really matters; it removes ownership of our decisions, coffee-fuels blame, and gets in the way of honest conversations about needs or boundaries.
He encourages shifting away from “I have to” to “I choose to” (a small change, though, that could lead to genuine ownership).
Demands Rather Than Requests
Demands (whether you wrapped them up in polite language) carry an unspoken message: saying no will lead to disapproval or punishment.
They shut down empathy and gradually erode trust, particularly in relationships or leadership. For Rosenberg, real influence comes from connection, not coercion. Remember, we can’t make people do things, only create conditions where they genuinely want to contribute.
“Deserve” Thinking (Rewards and Punishments)
Another barrier is the belief that people “deserve” certain outcomes, especially punishment. This mindset assumes that those who behave “badly” need to suffer and that pain is what forces change.
Rosenberg argues the opposite: meaningful, lasting change happens when people see the value in acting differently, not when they’re shamed or controlled. He simply reminds us to take care not to criticise others simply because they work differently to you
How OpenHR can help you give feedback
Employee performance software like OpenHR takes the hassle out of your feedback process, whether you are a manager, employee or HR. It gives you a real-time view of how your team is getting on, allowing managers to step in instantly—getting issues sorted straight away and celebrating wins in the moment.
The platform supports bespoke review processes, from pulse surveys, 360-degree feedback, to self-assessments, giving you a rounded view of performance to help tailor personal development plans.
By keeping everything under one platform, OpenHR ensures total transparency. Employees can easily look back at their feedback history to track their progression, keeping everyone on the same page and focused on the long game.
