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When feedback is given properly it should improve both motivation and performance, writes Nathalie Towner. Without regular feedback work can deteriorate as it is an essential part of developing staff to let people know how they are progressing.

If it is done well it can either encourage staff to keep up the good work or let them know what they should do differently next time in their work.

Although it is a great opportunity to communicate how you feel about someone's work, most of us are guilty of putting it off. We are either terrified of making the situation worse and simply hope it will sort itself out or believe good work is the norm, so there is no need to acknowledge a job well done.

If someone is underperforming and doesn't receive feedback they will never know they need to make changes, let alone how they should go about it.

Feedback is an essential way of realising where your strengths and weaknesses lie and it's important to get a perspective from someone else," explains Rebecca Clake, adviser for the Chartered Institute of Personnel and Development.

"It is far healthier to work in an environment where people can give feedback as this avoids feelings being pent up."

When to give it

The best time to give feedback is immediately. If you wait six months for the annual appraisal, your comments will lose their impact and performance may have suffered unnecessarily in the meantime.

"You could set up an agreement to give regular feedback after events such as presentations," says Clake.

"If you have already agreed to have a conversation about how it went staff won't feel defensive."

Be precise

Sometimes there is a danger of being too vague and failing to get the message across. If you are vague, people won't feel they should give your comments much consideration.

According to a Chartered Institute of Personnel and Development report managers often fail to be precise using such phrases as "I want a big improvement," or "I'd like to see more initiative." Many are also guilty of diluting praise with comments such as: "That was quite a good effort, for you," which will just confuse the recipient.

Recognise good work

If someone has just done a great job and receives no feedback they won't feel as motivated next time. "Feedback reinforces good behaviour," says Clake. "It is important not to take someone's good work for granted otherwise they might not bother next time."

Feedback on poor work

Most people will be aware if they have not done a good job. Ask how they think the task went and try to end on a positive note. This approach won't work if the individual is not very self-aware, so you need to tell them what you expect from them. In both instances focus on what can be done differently next time.

Don't get emotional

Clake points out there are various degrees of formality when providing feedback. "It can be done through an appraisal or formal meeting or you can encourage all staff to give it to each other so it is an ongoing process."
You should avoid turning feedback into a personal attack.

"Keep your remarks factual and objective," advises Clake. "You don't want to be emotional and tell someone they let you down but rather explain what happened and why it caused a problem." If you give the right feedback it shouldn't happen again.