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The Role of Feedback in a Review

Performance reviews vary from one organization to the next. In some settings they serve compliance and legalistic needs, in others they are used to drive performance, and in still others they are part of a talent development process. Sometimes the “annual review” is the only feedback an organizational member gets; other times goals are set at the beginning of a period, feedback is given along the way at frequent intervals, and the end-of-the-period performance review contains no surprises, celebrates progress, and sets new goals. There are many other ways in which reviews differ. This guidebook respects that different review processes are appropriate for different organizations and individuals. Our topic here is a small part of the performance review landscape; it is how to use feedback in whatever performance review context you find yourself.

Feedback is important assessment data that either supports continuing to perform in some manner or targets a desirable change in how one performs (doing more or less of something). Performance reviews with no feedback fail to present the argument for making a change, pursuing a goal, or keeping things as they are. They fail to demonstrate the urgency or importance of expectations and goals. And they fail to highlight and reinforce desirable behavior. Performance reviews with poorly delivered feedback create bad feelings, discomfort, distrust, and disengagement.