How To Handle Receiving Critical Feedback

Firstly, what is critical feedback?  The Webster’s dictionary defines it as “the act of criticizing unfavourably.”

Most of us would prefer to give than to receive it. We find receiving it difficult perhaps because it is often viewed as something totally negative: someone has just expressed a view that is contrary to our beliefs or judgment implying we could be wrong and, as a result, that we may be seen in a less-than-positive light. We are also hurt most by critical feedback that questions our integrity and job performance.

Yet critical feedback can be constructive if properly given and received. It provides us information as to what is working and what is not. So if you are at the receiving end of critical feedback, it may not be wise to simply shut out.

Know that there are basically three types of critical feedback: valid, unjustified and simply a difference of opinion. As humans we are not perfect and we do make mistakes in which case the critical feedback would be valid and we would need to take corrective action. Sometimes, we may fall short of someone else’s expectations which are not communicated to us ending up with them disappointed in which case the critical feedback may be unjustified but would still require some sorting out. Yet there may be times where the critical feedback given may simply indicate a difference of opinion.

As a response to critical feedback, first overome our natural instincts that may cause us to over react such as counterattacking and becoming defensive. Next, assess how the critical feedback was given, the intention behind it, and how valid you believe it to be. Finally, decide on what action, if any, you want to take with the feedback.

How to Avoid Common Appraisal Mistakes

The way performance appraisal system is administered and the training given to managers using it probably have more to do with the effectiveness of the appraisal than any other factor.

The most common appraisal mistakes are:

1. Inadequately defined standards of performance
2. Overemphasis on recent performance
3. Miscomprehension of performance standards by employee
4. Insufficient or unclear performance documentation
5. Inadequate time allotment for performance appraisal discussion
6. Too much talking by manager/supervisor
7. Lack of follow-up plan

Inadequately Defined Standards of Performance

What is expected must be defined if the performance appraisal is to have any meaning for the employee, for the organization, and for the rating manager. A clear and measurable idea of effective or superior job performance is the indispensable basis for any performance appraisal. Yet, all too often, it is missing. Managers need to know what they expect of their employees otherwise evaluations cannot be made or defended at the end of the appraisal period.

Overemphasis on Recent Performance

If the manager does not gather data over the appraisal period, inevitably, whatever happened in the early part tends to be forgotten, and he or she ends up basing the appraisal on the events of the most recent month or two. Employees know the same thing and are likely to be on their best behaviour a month or two prior to their year-end appraisal. On the other hand, if the employee happens to be having some difficulty at the time the appraisal is completed, it is just as inaccurate. Either way, the manager is being overly influenced by a particular moment in time which does not present a truly balanced picture which leads to a flawed and inaccurate appraisal.

Miscomprehension of Performance Standards by Employee

Employees must be given adequate explanation of the performance standards by which they are being evaluated or the ratings at the end of the year, even if accurate, may be seen as unfair. They may not perform well in the first place because they did not have a clear target or benchmark to guide them. Employees should know not only what the standard is but also, at least in a general way, how judgments are reached.

Insufficient or Unclear Performance Documentation

Of all the performance appraisal errors, failing to document performance is the most common for two reasons: (1) managers tend to put off the work till performance appraisal is around the corner, and (2) managers seem to share a widespread ambivalence about the appraisal process as a whole. Often managers are reluctant to write down anything negative about an employee. But it is important to point out that a performance record in which accurate positive and negative factors are mentioned will give a balanced picture that is certainly a necessary basis for a plan that will go to work on the employee’s developmental needs.

Inadequate Time Allotment for Performance Appraisal Discussion

If the manager wants to use the performance appraisal as a vehicle to develop employees, help them improve in their current job, and perhaps increase their opportunity for advancement or promotion, then he or she must schedule enough time to discuss the employee’s performance in depth. It should not be merely giving the employee the evaluation but having a meaningful dialogue about the implications of the appraisal.

Too Much Talking by Manager/Supervisor

To get the most out of the discussion, a manager needs to listen as well as talk. The manager may have completed the appraisal but there are still things he or she may need to know. To make the appraisal motivating for the employee, the manager needs to know what that employee is thinking and feeling and to listen carefully to what the employee is saying. This discussion is also a chance to get at the root of performance problems. So both good interviewing as well as presentation skills is needed here.

Lack of Follow-Up Plan

Without a follow-up plan, it is less likely the manager is going to meet his or her objectives. A formalize plan is needed for improving the performance of the employee making it more likely that it is going to happen. The manager also needs to talk with employees about how they can keep, support, and advance the mission of the organization over the coming performance period.