Published on | Prototyping: From UX to Front End — Medium Vartika

Feedback — this is perhaps one of the most less-discussed topics in offices. Neither the managers nor the employees like to bring their feedback discussions out in the open. That’s perfectly fine, but the one thing that I fail to understand is the concept of annual reviews and performance evaluations. Because to me one year is a lot of time to wait before giving feedback to someone for the work they are doing. Feedback sharing has to be a continuous process.

Annual appraisals — a box-ticking exercise

Excuse me for using such harsh words, but this is what numbers suggest. Way back in the year 1965, Harvard Business Review published the results of a study in the US in Generic Electric that clearly revealed how unsatisfying annual appraisals were for the employees. Similar point of view was also cited in another study published by Chartered Institute of Personnel and Development (CIPD) from 2009, which revealed that close to 30% business leaders think of annual appraisals as nothing more than a box-ticking exercise.

“Simplify the way you manage your projects and teams. Switch to a project management software.”

The misconducted art of annual feedback sharing

To me the entire concept of appraisals and feedback sharing in corporate sector is hollow. Managers don’t really consider judging the performance of employees unless it is time for their annual salary hike. In a similar way, employees don’t really consider performance evaluation as an important factor in their work life unless they realize they have received less salary hike than their expectation.

This makes things pretty lame. Why? Because employees look at appraisals as a means to get a salary hike, while the employers look at the performance analysis as a means of pointing out the mistakes employees made during the term, which make them unworthy of getting the hike they expect to get.

Should this be the ideal scenario?

No, certainly not. Performance analysis and annual appraisals should be treated as two separate entities. Feedback and performance evaluation must be a continuous process, whereas appraisals could be considered as a timely (not necessarily annual). Here is a look at some of the points which according to me make feedback sharing a continuous and ever-going process in every work culture –

That’s how we improve

Good feedback is the key to improvement — it’s as simple as this. No matter how good you are at something, there’s always scope for improvement. If you expect to get elated and appreciated at the annual appraisal, your efforts to learn and become better must reflect throughout the year not during the month of performance evaluation.

It gives us a purpose to grow

If you are simply running of the mill like every other person in a 9 to 5 job, without any feedback or learning you will soon run out of purpose to grow. That’s what happens with almost every employee.

When you are young and fresh from college, you enter a job or business with so much new to learn. But soon end up becoming a regular employee who loses the purpose. Because we get stuck in the dangerous comfort zone, where things are happening just okay. But, wait is ‘okay’ sufficient to become the successful person you always wanted to be?

This is where continuous feedback comes into the picture. Getting feedback on how you can improve from what you are doing right now brings a sense of purpose for growth. Not just negative feedback, but getting words of encouragement is also part of the feedback, which will keep you motivated enough to deliver your best.

It prevents you from being stuck

Innovation comes when we look for new ways to do things. By becoming a part of the system and doing things just the way others are doing you would soon be stuck in a vicious loop of mediocrity. By constantly seeking for feedback from your seniors, you will eventually get to know about the things you can do to improve your existing performance. And, that’s how innovations takes place.

But, wait — is it purely an employee’s responsibility?

Well, while many may say it I have a different school of thought. Feedback sharing is something that should not be left solely for the employees to take care of. Being a leader it is also your responsibility to ensure that team members continue to get that input from you on how they can improve.

After all, you are the one who has to guide them towards the dream you have created. If you won’t push them out of the comfort zone who else will? If you will not let them know that they are doing fine, but fine is not enough who else will? If you will not point out their mistakes and show them the path to learn from those mistakes, who else will?

No one!

Always have something to say to the team!

In the end, all I have to say to you is that “An inability to tolerate feedback is an inability to allow yourself personal growth.” So, as an employee you must not be afraid of it. You must embrace it.

And, as a leader you must do your best to eliminate this feeling of feedback being a dreaded commodity. Feedback should be something that employees must become willing to accept, and ask on their own from time to time — because that’s how you will continue to grow and move forward towards greatness!

Simplify the way you manage your projects and teams. Switch to ProofHub.

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Author Bio:

Vartika Kashyap runs the marketing team at ProofHub — a project management software for teams of all sizes. She is a seasoned marketing professional who is an expert in digital marketing and entrepreneurship.

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Do not wait 12 months to find out how you are doing was originally published in Prototypr on Medium, where people are continuing the conversation by highlighting and responding to this story.

Do not wait 12 months to find out how you are doing

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