Feedback- Is it necessary?

Over a month ago, a pleasant morning conversation over coffee with heads bobbing out of the newspaper started with the monsoon condition, moved on to the string of controversies over packaged food (that seemed to have surfaced after the instant noodle muddle)and continued with a healthy debate over the article in the Ascent about “30 DAYS AND GOING STRONG”- all about feedback to new employees after 30 days.  

There was a difference in opinion which always streams between Operations and Training, if I may say, and when they live under one roof, the discussion goes on even after a consensus is reached.

So that brings me to the prime question- Is feedback to an employee who is about 30 days old applicable?

To immediately answer that question, from a Learning and Development perspective, it is important and appropriate.

Let’s dwell more on this- The misconception of feedback is largely prevalent among many as being a process of correcting people when they go wrong. Some of our concerns with giving feedback so early are- the person is still learning, what is the use of feedback so soon? It is too early, let’s give them time and space to understand before we can correct them.

Feedback is not always about telling people where they go wrong, on the contrary, it is an ongoing process to create openness and transparency; to inform people what they are doing right and what isn’t going well and how they can improve. Giving and receiving feedback builds trust, removes interpersonal barriers, and can guide people toward higher performance, thereby accelerating ones’ career.

Understanding that the first few days of work are always loaded with excitement, anxiety and aspirations, it is nice to make the employee feel welcomed, checking on them about their development, guiding them through their initial hiccups etc. are always good for the organization as also for the manager.  In fact, the 30-day feedback is gaining momentum in many organizations.

Feedback should be positive and this must be given to people to make them comfortable and valued. It is rewarding for people to know that they are making a difference, however small it may be. Feedback needs to be specific toward a positive outcome instead of being a general comment which is usually made. When feedback is given immediately after the action has occurred, chances are people will acknowledge, accept and improve if it is an area of improvement; whereas, if positive, they will be motivated. Productive feedback requires giving it frequently.

Remember, negative feedback puts people on the defense and that can start the blame-game.

However the context of the feedback, always follow it up with corrective, suggested solutions. Feedback is incomplete without an outcome or solution as there is a possibility that the receiver didn’t know the right way and may need help with it. A follow-up to know if the receiver is on the right track and has understood things is important and needs to be scheduled rather immediately.