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Why do some managers avoid giving employee feedback?
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Do some managers avoid giving employee feedback because of employees’ reactions or are there any other reasons?
In a 2009 Gallup survey, more than 1,000 US-based employees were sought to qualify the impact of feedback on employees. The results show that managers who focus on the strengths of employees when giving feedback create a solid level of employee engagement.
Accordingly, a manager who gives little or no feedback is not able to engage 98% of the employees. Therefore, to make employees engaged in your future vision, they need to know that their contribution is valued and that they are helping the organization to reach its goals. On the other hand, when managers avoid giving feedback, they make employees feel ignored and unimportant.
Reactions to feedback
Sometimes managers feel uncomfortable providing feedback, especially when it is negative. They often worry that the employee receiving the feedback may react defensively, ignore the message behind the feedback, or blame the manager. Some managers are not skilled to constructively provide feedback, lack confidence, or fear confrontation. They may not have enough experience to give feedback or were never trained to do so.
An employee’s reaction depends on how feedback is presented, one’s readiness, and the ability to adapt to changes. Some employees are not always sure why they are receiving a particular feedback and what the managers want them to do.
An employee may become defensive when feedback sounds like criticism, fault-finding or disciplinary, especially when it is the first time the employee is hearing the information. When employees are confronted about their poor performance, the discussion may trigger feelings of self-doubt, mistrust, and insecurity. A more effective approach is to focus on the desired positive performance rather than highlighting shortcomings.
Feedback is stressful
When managers give feedback, employees are often confused about the manager’s purpose. Sometimes, feedback receivers don’t know how to react because they are not ready to change their behavior. In fact, managers don’t always understand the inability of the subordinate to change so they avoid giving feedback rather than understanding the change process.
In general, managers believe that giving feedback is stressful or difficult because they either don’t have the time to give feedback or they have too many subordinates to be evaluated. On the other hand, managers avoid demotivating employees or want to prevent conflicts. Additionally, managers sometimes believe that employees are responsible for their own development.
Remember that performance and evaluation data are not completely helpful when they are not communicated and interpreted properly between managers and employees. What managers can do to overcome the discomfort of giving feedback is to schedule a feedback routine so that employees will be prepared. Managers can also break the ice with detailed constructive feedback.
Feedback is a gift
Whether you are receiving it or giving it, feedback can be considered as a gift. Feedback should be presented properly and should have something unique and meaningful inside that beautiful package. Here are some things to keep in mind for managers when providing feedback for their employees.
First, employees need feedback to grow and develop. Have short, frequent, and regular one-on-one meetings to find out what is important to your subordinates. Discuss progress and barriers and build trusting relationships.
Second, there are a variety of courses that can help managers improve their skills on performance management. You can sign up for The KPI Institute’s Certified Employee Performance Management professional online training course.
Finally, consider your employee’s success as your own success. Employees who receive feedback are more likely to be successful. It is true that employees are responsible for their own development, but managers can help their subordinates focus on meaningful opportunities based on their needs.
