The Importance of Feedback: 7 Undeniable Reasons Why Your Workplace Needs to Incorporate it

The Importance of Feedback: 7 Undeniable Reasons Why Your Workplace Needs to Incorporate it

The importance of feedback in the workplace can’t be understated. Failing to foster a culture that encourages honest feedback can damage your company’s success.

Here’s precisely why feedback matters so much and some tips on delivering it effectively.

The Importance of Feedback in the Workplace

Reason 1: Keep Everyone on Track

Wondering how to keep all team members on track and performing well? Part of the importance of giving and receiving feedback is to ensure everyone’s on the same page.

If someone’s neglecting to meet expectations or slowing the progress of others, constructive feedback (not judgment or anger) is a productive way to get that person back up to speed. 

Reason 2: Create Better Relationships

One component of the importance of feedback is that when team members feel comfortable providing constructive criticism, employee relationships are strengthened. This is especially beneficial when there’s a conflict between colleagues — an open dialogue where feedback is valued can help resolve these disputes amicably.

Additionally, regular and productive feedback reduces the space for conflict to begin with. In a sense, providing this feedback in a structured way gets ahead of problems before they become conflict. If someone’s working style doesn’t mesh well with a team member, valuing feedback means that voice can be heard and respected.

Importantly, creating better relationships through understanding the importance of feedback means leaving space for such dialogues at all times. While quarterly or annual reviews are excellent, the best feedback is open and honest at all times.

Reason 3: Avoid Major Mistakes

The importance of feedback in the workplace extends beyond better relationships — it enhances productivity and workflow. When companies create a culture that welcomes these discussions, significant mistakes are more readily avoided.

Open channels for feedback help prevent the need to correct major mistakes, reduce errors resulting from miscommunications, and prevent extreme negative feelings from those who made an error. 

Reason 4: Personal and Professional Growth

The importance of feedback for personal and professional growth can’t be understated; most people actively desire constructive feedback. According to Harvard Business Review, 72% of employees feel corrective feedback from managers would improve their performance. The same study also found that 57% of people prefer feedback to pure praise.

Feedback gives employees a chance to see themselves differently and understand how others perceive them. Often, people aren’t aware of how they may negatively impact others, and they’ll be very open to changing that.

Even if an employee isn’t actively seeking feedback, providing constructive criticism may bring something up that hits home. This allows that person to become a more effective employee.

Reason 5: Motivation

A large part of the importance of giving and receiving feedback is its impact on motivation. When employees feel heard, such as by seeking their feedback, they feel valued and appreciated. These are the people who are the most loyal and productive.

Conversely, receiving feedback allows employees to analyze where they’re doing well and where they could improve. For many people, this ability to grow is motivating, as it allows them to prevent stagnation.

Reason 6: Improves Leadership

How feedback improves leadership is two-fold.

First, being able to provide constructive criticism empowers leaders to develop employees the best they can. Given 56% of HR managers consider training and development an essential part of business, you want to enable leaders to provide feedback across the board. Coaching employees and giving feedback on their progress improves workflow all around.

The importance of feedback for leadership also extends the other direction. For aspiring, or current, leaders, feedback from their team or colleagues helps improve their skills. The most effective leaders aren’t born that way; they learn through experience and insight from others. Feedback is an essential part of this.

Reason 7: Better Employee Engagement

Officevibe found that 40% of workers are disengaged when they aren’t receiving feedback. Further, they found that 43% of highly engaged workers receive weekly feedback

Employee engagement can:

  • Improve loyalty
  • Boost quality of work
  • Improve communication
  • Build professional motivation
  • Boost collaboration
  • …and much more

That’s why a large part of the importance of feedback in the workplace pertains to employee engagement. And even if employees don’t vocalize it, many of them crave constructive feedback. 

Related: Good Company Culture: What That Means And How To Create It

How to Provide Constructive Feedback

Tip 1: Be Specific and Use Examples

General feedback that fails to address anything specific is a non-starter. Employees need to know exact instances where they did well or could do better. Provide specific examples, listing as many details as you can, and base your feedback around that.

Failing to be specific means the feedback won’t land, and your employees are unlikely to alter their behavior accordingly.

Tip 2: Never Blame or Judge

An essential part of the importance of feedback is that it’s never based on judgment or blame. 

One Stanford study found that participants who read a story about Gov. Schwarzenegger’s mistake being blamed on “special interest groups” — rather than him owning the mistake — were twice as likely to blame someone else for their failures when asked to recall them. 

This means that when you base criticism on blame, you’re encouraging other employees to do the same. Creating a hostile work environment is damaging to employee well-being and productivity. 

Further, for feedback to stick effectively, it should come from a place of care. You’re providing this feedback because you genuinely want your colleagues to succeed, and that should be clear.

Tip 3: Encourage Everyone to Provide Feedback

Top-down feedback is excellent, but the best constructive criticism goes in all directions. While managers should certainly provide feedback, encourage everyone to share their thoughts with colleagues, whether their peers or bosses. 

Fostering an environment where feedback can be given or received by anyone creates trust and honesty. It also holds everyone accountable.

Tip 4: Hear People’s Responses 

The importance of giving and receiving feedback extends beyond the insights themselves. You want to pay close attention to the way people respond to you offering your thoughts. Everyone should feel comfortable sharing how they think about the constructive criticism they receive.

Make sure everyone is open-minded and that feedback isn’t one way. Feedback should be a conversation where people go back and forth, thoughts are shared, and productive conclusions are reached.

Tip 5: Let People be Part of the Problem-Solving

Often when giving feedback, solutions need to be reached. How are you going to solve the problem this feedback illuminates?

Even if the deliverer has a solution in mind, bring others in on the problem-solving process, especially the one receiving the constructive criticism. This allows your colleagues to have their voices heard and participate in dialogue, boosting employee morale.

Time to Provide Effective Feedback

Now that you understand the importance of feedback and how you can effectively deliver it, it’s time to implement a culture of dialogue. Doing so will improve overall employee productivity and well-being, two essential aspects of business success.

Need to hire leaders who believe in the importance of feedback? Jennings Executive can help. Learn more today!

Related: All About Employee Development And Why It’s Critical For Your Company’s Success

Daniel Wilkinson

Vice President of Strategic Initiatives & Client Success

DANIEL WILKINSON IS THE VICE PRESIDENT OF STRATEGIC INITIATIVES & CLIENT SUCCESS. HE BRINGS OVER TWO DECADES OF EXPERIENCE IN COMMERCIAL AND PRICING STRATEGY, HAVING HELD KEY LEADERSHIP ROLES AT DELTA AIR LINES AND DELTA VACATIONS. HIS CAREER IS MARKED BY A PROVEN TRACK RECORD IN DRIVING SIGNIFICANT BUSINESS TRANSFORMATION THROUGH INNOVATIVE DATA-DRIVEN STRATEGIES, CROSS-FUNCTIONAL TEAM LEADERSHIP, AND ENHANCED PROFITABILITY. DAN’S EXPERTISE IS IN HIS ABILITY TO INTEGRATE DATA ANALYTICS WITH STRATEGIC PLANNING, ENABLING ORGANIZATIONS TO OPTIMIZE THEIR REVENUE MANAGEMENT AND PRICING STRATEGIES IN DYNAMIC MARKET ENVIRONMENTS.

AT DELTA VACATIONS, DAN SERVED AS VICE PRESIDENT OF STRATEGIC BUSINESS/IT PLANNING & REVENUE MANAGEMENT, WHERE HE SUCCESSFULLY LED TEAMS IN DELIVERING SCALABLE TECHNOLOGY SOLUTIONS, DEFINING GO-TO-MARKET STRATEGIES AND DRIVING SIGNIFICANT INCREMENTAL REVENUE AND PROFIT.

DAN RECEIVED A BACHELOR OF SCIENCE FROM TAYLOR UNIVERSITY AND AN MBA WITH A FINANCE CONCENTRATION FROM EMORY UNIVERSITY’S GOIZUETA BUSINESS SCHOOL.

Brian Banister

EXECUTIVE RECRUITER

BRIAN BANISTER IS AN EXECUTIVE RECRUITER AT JENNINGS EXECUTIVE SEARCH. BRIAN HAS A BROAD RANGE OF EXPERIENCE, HAVING WORKED IN STRATEGY & CORPORATE DEVELOPMENT, FINANCIAL PLANNING & ANALYSIS, AND PUBLIC ACCOUNTING ROLES FOR LEADING COMPANIES AND CLIENTS IN THE HOSPITALITY, REAL ESTATE, MANAGEMENT CONSULTING, AND TECHNOLOGY, MEDIA, AND TELECOM (TMT) SECTORS. HE BEGAN HIS CAREER AT DELOITTE & TOUCHE, WORKING AS A LICENSED CPA. AFTER DELOITTE, BRIAN PIVOTED INTO CORPORATE FINANCE, WHERE HE HELD POSITIONS IN STRATEGY & CORPORATE DEVELOPMENT AT INTERCONTINENTAL HOTELS GROUP (IHG) AND COX COMMUNICATIONS, AS WELL AS AN FP&A ROLE AT BOSTON CONSULTING GROUP (BCG). THESE ROLES ALLOWED BRIAN TO GAIN VALUABLE EXPOSURE IN AREAS LIKE CLIENT SERVICES, STRATEGIC CONSULTING & PLANNING, FINANCIAL ANALYSIS, AND M&A AND INVESTMENT ACTIVITY.

BRIAN’S EDUCATION INCLUDES BOTH A MASTER OF ACCOUNTANCY DEGREE AND A BACHELOR OF BUSINESS ADMINISTRATION IN ACCOUNTING FROM THE UNIVERSITY OF GEORGIA.

Lori Shad

EXECUTIVE RECRUITER

DRIVING TRANSFORMATION THROUGH PEOPLE IS OUR MISSION AND LORI’S PASSION AS AN EXECUTIVE RECRUITER WITH JENNINGS EXECUTIVE SEARCH. SHE CONDUCTS THOROUGH RESEARCH ON EACH ROLE AND BUILDS STRONG RELATIONSHIPS WITH CANDIDATES TO HELP CONNECT PROFESSIONALS WITH THEIR NEXT GREAT OPPORTUNITY. LORI SPENT 22 YEARS AT A FORTUNE 500 INSURANCE COMPANY IN PRODUCT MANAGEMENT, SALES/BUSINESS CONSULTING, AND RECRUITING ROLES. SHE USES THIS EXPERIENCE AS SHE SEARCHES FOR THE BEST TALENT TO HELP DRIVE CLIENT SUCCESS FORWARD. SHE’S FOCUSED ON DELIVERING RESULTS AND GETS THERE THROUGH EFFICIENCY AND TENACITY WITH AN EMPATHETIC, COMPASSIONATE, FUN, GENUINE, AND POSITIVE APPROACH. SHE HAS BEEN INSTRUMENTAL IN HELPING CLIENTS ACHIEVE BUSINESS OBJECTIVES THROUGH UNDERSTANDING NEEDS, CREATING INDIVIDUAL, DATA-DRIVEN SOLUTIONS, AND SOLVING PROBLEMS, AS WELL AS POSITIVE RELATIONSHIP BUILDING AND TEAMWORK.

LORI GRADUATED WITH A BACHELOR OF SCIENCE DEGREE FROM THE UNIVERSITY OF GEORGIA.

Justin Graves

EXECUTIVE RECRUITER

JUSTIN GRAVES IS AN EXECUTIVE RECRUITER AT JENNINGS EXECUTIVE SEARCH.

JUSTIN HAS A VARIETY OF EXPERIENCES WORKING WITHIN PUBLIC AND INDUSTRY ACCOUNTING. HE BEGAN HIS CAREER WITH PATHSTONE FAMILY OFFICE PREPARING TAX RETURNS FOR HIGH NET WORTH INDIVIDUALS AND CORPORATIONS IN THE ATLANTA AREA. IN JANUARY 2015, HE JOINED COHNREZNICK, LLP, A TOP 10 PUBLIC ACCOUNTING FIRM, IN AUDIT & ASSURANCE WORKING PRIMARILY IN THE COMMERCIAL REAL ESTATE AND HOUSING MARKET. PRIOR TO JOINING JENNINGS EXECUTIVE SEARCH, JUSTIN WORKED AT A FAST GROWING TECHNOLOGY COMPANY, SS&C TECHNOLOGIES, WHERE HE WORKED IN THE REAL ASSETS DEPARTMENT DOING FUND ADMINISTRATION.

JUSTIN GRADUATED WITH A BACHELORS OF SCIENCE DEGREE IN ACCOUNTANCY FROM OGLETHORPE UNIVERSITY.

Justin Jennings

EXECUTIVE RECRUITER

JUSTIN JENNINGS IS AN EXECUTIVE RECRUITER AT JENNINGS EXECUTIVE SEARCH. HE COMES FROM THE HEALTHCARE INDUSTRY WITH 15 YEARS OF MEDICAL SALES EXPERIENCE. HE ATTRIBUTES HIS SUCCESS IN SALES TO LISTENING AND LEARNING FROM HIS CUSTOMERS AND ENJOYS THE PROCESS OF SOLVING PROBLEMS. HE IS SKILLED AT DEVELOPING THE RIGHT ACTION PLAN FOR EACH OF HIS CLIENT’S UNIQUE NEEDS AND COMMITTED TO HELPING THEM CHOOSE THE BEST SOLUTION. JUSTIN HAS TAKEN HIS SPIRIT AND PASSION FOR SELLING TO THE WORLD OF RECRUITING. HE HAS A GOAL OF SURPASSING HIS CLIENT’S EXPECTATIONS AND ASSISTING THEM WITH TALENT ACQUISITION.

JUSTIN GRADUATED WITH A BACHELOR OF SCIENCE IN MANAGEMENT FROM GEORGIA INSTITUTE OF TECHNOLOGY. WHEN NOT AT WORK, YOU CAN FIND HIM ON HIS MOUNTAIN BIKE, THE GOLF COURSE, OR SKIING OUT WEST IN THE WINTERS.

Chip Locke

PRACTICE LEAD, TECHNOLOGY RECRUITING

CHIP LOCKE IS THE TECHNOLOGY RECRUITING PRACTICE LEAD FOR JENNINGS EXECUTIVE SEARCH. CHIP BRINGS 15 YEARS OF EXPERIENCE IN TECHNOLOGY AND RECRUITING INCLUDING HANDS-ON WORK AS A SOFTWARE DEVELOPER AND BIG 4 SYSTEMS CONSULTANT. HE IS A TRUSTED CIO ADVISOR WITH EXPERIENCE ACROSS INDUSTRY VERTICALS AND A DEEP UNDERSTANDING OF TECHNOLOGY PLATFORMS AND THE FUNCTIONAL AREAS OF DELIVERY THAT ENABLE BUSINESS OPERATIONS. HIS EXPERIENCE INCLUDES RECRUITING EXECUTIVES AND COLLABORATING ON STRATEGIC PLANNING AND IMPLEMENTATION OF IT ORGANIZATIONS.

HIS CLIENT SUCCESS STORIES CAN BE FOUND AT COMPANIES RANGING IN SIZE FROM STARTUP TO FORTUNE 500 ACROSS AVIATION, ENERGY, FINANCE, HEALTHCARE, TECH, MANUFACTURING, RETAIL AND TELECOMMUNICATIONS. CHIP GRADUATED FROM THE UNIVERSITY OF GEORGIA WITH A BACHELOR OF BUSINESS ADMINISTRATION DEGREE IN MANAGEMENT INFORMATION SYSTEMS.

Brian Gelfand

PARTNER

BRIAN GELFAND IS A PARTNER AT JENNINGS EXECUTIVE SEARCH. HE BEGAN HIS CAREER AT DELOITTE & TOUCHE IN AUDIT AND ENTERPRISE RISK SERVICES, WITH A FOCUS ON THE FINANCIAL SERVICES AND REAL ESTATE INDUSTRIES. AT DELOITTE, BRIAN GAINED VALUABLE CORPORATE EXPERIENCE WORKING WITH A MULTI-BILLION DOLLAR PUBLIC MORTGAGE SERVICING CORPORATION, AND A NOT-FOR-PROFIT FOUNDATION WITH OVER $10 BILLION IN ASSETS. BRIAN PASSED THE CPA EXAM BUT ULTIMATELY DECIDED ASSISTING CLIENTS WITH THEIR PEOPLE STRATEGIES WAS HIS PASSION.

BRIAN’S EDUCATION INCLUDES A MASTER OF ACCOUNTANCY FROM KENNESAW STATE UNIVERSITY AND A BACHELOR OF BUSINESS ADMINISTRATION IN ACCOUNTING FROM GEORGIA COLLEGE & STATE UNIVERSITY

Jon Jennings

FOUNDER / MANAGING PARTNER

JON JENNINGS IS THE FOUNDER AND MANAGING PARTNER OF JENNINGS EXECUTIVE SEARCH. ESTABLISHED IN 2014, HIS VISION WAS TO SHAPE A FIRM ANCHORED IN TRANSPARENCY AND VALUE CREATION. OVER THE YEARS, JON HAS HAD THE DISTINCT OPPORTUNITY TO ENGAGE WITH AND LEARN FROM LEADING INDUSTRY EXECUTIVES, GLEANING INSIGHTS FROM THEIR EXPERIENCES AND COMBINING THIS KNOWLEDGE WITH THOROUGH RESEARCH. THIS HAS EQUIPPED HIM TO OFFER A DEEPER, MORE STRATEGIC PERSPECTIVE ON ORGANIZATIONAL DESIGN AND TALENT IDENTIFICATION. WITH AN INITIAL FOCUS IN FINANCE, THROUGH JON’S LEADERSHIP THE FIRM HAS PIVOTED INTO BROADER COMMERCIAL AND TECHNICAL STRATEGIES AS WELL AS PROFESSIONAL SERVICES.

TOGETHER WITH HIS EXPERIENCED TEAM OF EX-CONSULTANTS AND INDUSTRY PROFESSIONALS, JON COLLABORATES WITH PREMIER CONSULTING FIRMS TO ENHANCE THEIR PRACTICES. SIMULTANEOUSLY, HE ASSISTS PRIVATE EQUITY GROUPS AND THEIR PORTFOLIO COMPANIES IN REFINING AND FORTIFYING THEIR COMMERCIAL AND FINANCIAL STRATEGIC OPERATIONS.

THE CULMINATION OF THESE EFFORTS IS A BOUTIQUE FIRM THAT INC.COM CELEBRATED AS ONE OF THE COUNTRY’S FASTEST-GROWING COMPANIES. BETWEEN 2019 AND 2022, THE COMPANY WITNESSED A STAGGERING GROWTH RATE OF NEARLY 600%.