Anyone in management knows that feedback is one of the best practices for closing the gap between employees and making the relationship more transparent, in addition to contributing to the improvement of the company's processes as a whole. On the other hand, the moment is delicate and requires certain precautions so that the opposite doesn't happen and ends up causing discomfort.

Well-articulated feedback is capable of building trust, eliminating problems, and improving employees' skills. Especially in the corporate environment, this type of evaluation is fundamental. Research from Top Employers indicates that companies with the best human resources practices incorporate continuous feedback into their employee development strategies.

But how to give good feedback? There are several best practices that can be adopted when approaching this. Below, we'll look at some tips on how to do it.

#01 – Create a Script

Feedback is not something you feel like doing, like having a coffee break. As with any other relevant company process, it requires planning. It's also important not to confuse it with calling the employee's attention; the evaluation needs to be thought out. Prepare your feedback material: write down the strengths and weaknesses in advance and start by knowing what you're going to say.

#02 – Prepare a place

Whether it's collective or individual feedback, a good practice is to hold the evaluation session in a separate location. Avoid common areas or high-traffic zones. Those involved will feel more comfortable if they have the conversation in a private environment where they can also express themselves. Likewise, notify in advance when and where the session will take place.

#03 – Use the Sandwich Feedback Technique

To aid in the assimilation of your guidance, use the sandwich method. Start the conversation by highlighting the positive aspects of the professional's or team's behavior. Only after this introduction, and gradually, comment on what is not aligned with the company's interests and what aspects can be improved. When closing, reaffirm the positive points from the introduction and, more importantly, be sure to show what can be achieved once the negative points are corrected.

This way, employees will realize that you are paying attention to all details, not just the negative aspects. This type of attitude closes the gap between parties and shows that you are on the team's side – in addition to contributing to employee self-esteem – and eliminates any possibility that they might think you are only looking for flaws.

#04 – Use assessment tools

It already exists on the market tools to help managers and the HR department track employee performance. The ideal is to establish performance indicators and goals with employees and to have a system monitors goal achievement automatically and 100%% online. This way, your controls become more transparent and reinforce good corporate governance practices.

See also: Strategic Compensation and Corporate Governance. Why work them together?

#05 – ‘Feedback on Feedback’

Every story has at least two versions. Therefore, the issues discussed in the meeting can be enriched by the comments of those receiving feedback. Listen to what your team has to say and also ask them to evaluate their performance review session.

Say that you also want to hear from them and suggest that they comment on what they thought of the feedback dynamic and how it can be improved. At this point, let them comment on whatever they want. Pay attention, take notes, and make your considerations after the round.

#06 – Create objectives

Feedback is not an isolated instance; it's part of a macro-strategy for development and performance improvement. The main goal is to address deviations, correct? Therefore, when conducting feedback sessions, clearly state which aspects need improvement and record them as topics.

Furthermore, it is interesting to set a timeframe for when these actions should be implemented. This way, in the next section, it will be possible to compare the results and see what has effectively improved, what has remained unchanged, and what needs to be corrected again.

Does your company plan to invest in a merit-based compensation culture?

See also our article: How to correctly implement a meritocratic model