Feedback is information provided about aspects of one’s performance or understanding, intended to guide future improvement” (Hattie & Timperley, 2007)

In organizational contexts, London (2014) defines feedback as the process of sharing observations, concerns, and suggestions. These are shared with employees to influence their performance. This also aids in their professional growth.

Feedback is the bridge between current performance and desired performance. Feedback is given with the aim of reinforcing strengths and addressing gaps.

Modalities of Feedback
Feedback can be categorized into:

• Formal Feedback
This feedback is structured and scheduled. It is provided during official performance reviews, appraisals, or evaluation meetings (DeNisi & Murphy,  2017).

For example annual performance appraisal discussing key performance indicators (KPIs).

• Informal Feedback
This is the unscheduled, casual, or spontaneous comments about performance given in the flow of daily work.

Baker et al. (2013) highlight that informal feedback builds trust and encourages continuous improvement.

• Upward Feedback

This is where employees providing feedback to managers or leaders about their leadership, decisions, or policies.

This can be done effectively using an anonymous surveys rating.

Smither, London, and Reilly (2005) found that upward feedback can improve leadership effectiveness over time.

• 360-Degree Feedback
This type where eedback is  collected from multiple sources like peers, subordinates, supervisors, and sometimes clients. It helps provide a well-rounded performance review.
For example in a manager’s evaluation feedback input can be obtained from team members, senior management, and customers.

Bracken and  Rose (2011) argue that 360-degree feedback enhances self-awareness and team cohesion.

• Peer-to-Peer Feedback
This is feedback exchanged among colleagues at the same level. It is used to improve teamwork and collaboration.

• Example: A project partner suggesting a colleague improve report formatting for clarity.

Topping (2010) suggests peer feedback fosters collaborative learning and accountability.

• Self-Assessment Feedback

Self-assessment feedback is where employees reflect on and evaluate their own performance. Self-assessment is then compared with supervisor feedback for alignment.

Ross (2006) notes that self-assessment builds ownership of learning and performance improvement.

Leverage Feedback to Improve Employee and Organizational Performance
Feedback can be used to improve employee and organizational performance by:

1. Making Feedback Continuous and not Occasional

Many organizations rely on annual or biannual performance reviews. This makes the feedback to  comes too late to correct behaviors or optimize performance. Continuous feedback means employees receive input throughout the year, allowing them to adjust in real time. This approach also normalizes feedback as part of the work culture rather than a dreaded event.

2. Linking Feedback to Clear Goals and Expectations

Feedback becomes more impactful when it’s tied directly to predefined objectives. Without clear benchmarks, employees can feel like they’re “guessing” what success looks like. Linking feedback to specific goals ensures that both employee and manager have the same performance yardstick, which reduces ambiguity.

3. Balance Positive and Constructive Feedback

Feedback need not only be critical. Critical feedback demotivate employees and create a defensive mindset.  Giving only praises can make improvement areas invisible. A balanced approach acknowledges achievements. It also identifying gaps, helping employees grow without feeling attacked.

4. Encourage Two-Way Feedback

Performance feedback need not be a one-way conversation. Feedback need to allow employees to share their perspectives. This helps uncover obstacles that leaders may not see. It creates a culture of trust, transparency, and shared responsibility for improvement. It also prevents situations where employees are judged for performance issues caused by systemic problems.

5. Use Feedback to Identify Training and Development Needs

Good feedback need to  reveal recurring skill gaps. Instead of treating these as purely performance problems, leaders can see them as opportunities for targeted training and development. When skills are upgraded, both employee confidence and organizational productivity rise.

6. Make Feedback Actionable

Actionable feedback pinpoints the specific behavior, the desired change, and a possible path forward. This makes it easier for employees to act and track progress. Generic statements like “Improve your communication” are too vague to inspire change.

7. Track and Recognize Improvement
Improvement need to be recognised. Unnoticed improvement make employees feel their efforts are wasted. Recognition validates progress, reinforces positive behavior, and motivates others. Tracking also ensures that feedback leads to measurable results instead of being forgotten.

What’s the Impact of Feedback
For employees feedback gives them greater clarity, skill enhancement, and motivation.

For the organizational feedback leads to higher productivity, reduced turnover, better innovation, and improved service or product quality.