What do you do if your feedback isn't helping employees grow and develop?

When feedback doesn't lead to employee growth, it's time to refine the approach. Ensure feedback is specific, actionable, and behavior-focused, not personal. Shift from one-way critiques to a dialogue, inviting employees to share their views. This can reveal barriers to their development. Align feedback with clear, achievable goals and provide concrete steps for improvement. Offer support through training, mentorship, and resources, making it a pathway to growth rather than just an evaluation. Remember, effective feedback is a blend of guidance, support, and mutual understanding, aimed at fostering development and achieving shared success. Adjust based on outcomes and feedback to keep the process dynamic and effective.

If it is only an individual, i would involve a peer to the employee. Such an employee who had faced similar challenges and was able to overcome them and grow, can be a great help in such a situation. Solutions suggested by such a peer would be more relatable, practical and also acceptable. If it is a team of people, then engaging an external professional/coach can be considered. Normally employees are more receptive to such professional interventions. Such intervention should be time bound and agreed with crystal clear expectations to secure results.

I would start by asking questions. For example, is it the message or the messenger? Do they perceive I'm speaking to or AT them? Have I ever asked how do they want to be communicated with in relation to feedback? These are but a few. Often times, you can elevate impact by customizing your message, timing your message, and evaluate the environment in which you are giving the message.

Get a third-eye view. Share with a senior leader or another colleague and solicit their views. Assess if the message is reaching its intended audience effectively. Evaluate if the medium is appropriate; for instance, is feedback via email effective if recipients are not reading or acknowledging it? Determine if the message contains quantitative data to quantify results and qualitative data for deeper insights. Ensure that there is a mechanism for readers to provide feedback or ask follow-up questions. More importantly, celebrate those who are showing improvements

It takes two to tango. This requires investment and buy in from the supervisor and supervise. You will need to do a bit of hand holding in the beginning as I see this as a journey. It takes time. I understand setting up clear goals and expectations are important but it requires continuous support, so you can build the muscles that leads to the expected outcomes. In my opinion if you are part of the journey and continuously provide support and mentorship it will never get to a point where employees fail to deliver on the their improvement goals.

Initially feedback may not be heard or the changes that the person is making may take time to recognize. having regular focused dialogue is a practical way to ensure feedback is understood and to check in on what if any changes may be underway.

Establishing a two-way dialogue for feedback is essential for gaining insights from both perspectives. Rather than solely addressing symptoms, it's vital to identify and tackle root causes to ensure employee success, leading to enhanced organizational productivity. Additionally, thoughtful structuring of the dialogue and implementing trust-building actions are pivotal for fostering a supportive and collaborative environment.

While it is important to give actionable feedback - it is more important to keep communication open. What is working ; what is not and how this can be tweaked to make it work. Every individual is different and feedback given is just the beginning of the cycle. Dialogue is important to keep updated continuously adapt to things happening to make it work

What I always tell folks when I’m coaching them is do not take my advice as law. Seek input from others. Usually, I’ll provide them someone with a differing point of view or perspective. We tend to be prisoners of our own individual experiences. True growth comes from hearing differing perspectives not just your immediate supervisor. True growth comes from feedback that is horizontal (from peers) and vertical (subordinates and leaders) in nature.

SMART Goals: Establish Specific, Measurable, Achievable, Relevant, and Time-bound goals with employees, providing a roadmap for growth and development. Alignment with Feedback: Ensure goals align with feedback, illustrating the connection between feedback and desired outcomes. This clarity motivates employees and guides future feedback sessions to assess progress effectively. Progress Monitoring: Regularly monitor progress towards goals, adjusting strategies as needed based on feedback and performance evaluations. This iterative approach supports continuous improvement and goal attainment.

Setting clear and achievable goals is fundamental to guiding our employees towards growth and development. We meticulously define objectives that align with both individual aspirations and organizational needs, ensuring that each goal is measurable and attainable. By regularly reviewing progress and providing constructive feedback, we empower our employees to strive for excellence and reach their full potential.

1. Focus on the Future 2. Tailor Training Programs to foster better performance 3. Use a collaborative and positive language

Aligning goal with vision is more important than just setting a SMART goal. Goal should be such that employee see purpose and mission to meet the companies Vision. Goal setting is top down approach where CEO defines his goal & vision and further broken down by Department and further broken down to each employee. Like Mechanical Clock have a very tiny wheel which propels the bigger wheel to show Time, and, Goal setting should be such, not just, limiting to any SMART.

Offer resources, training, and support to help employees develop the skills and competencies they need to succeed. This might include access to training programs, mentoring, coaching, or additional learning opportunities. This approach shows an interest in the employees development and a willingness as a leader to invest in their success

Get peers to help Show the golden pot at the end of the journey Get others to understand the obstacles to change Take inputs from co workers to develop alternatives

An important point to consider is the outcome that you want as a result of the feedback. Is it a specific set of actions or is it that you want the person to look at situations through a different lens or a different perspective. The first requires a more ‘here and now’ approach, while the second requires more of a ‘coaching’ approach, which helps in examining logic chains that make up thinking , assumptions that are made and blind spots that are being missed Both these approaches of course assume that the person also wants to achieve the goals that you want them to. If that assumption is untrue then reevaluation at a more fundamental level may be required.

Identify the challenge that employee is encountering. It’s not always about the skill issue but can be an understanding / the way feedback is being given issue.

Timely Training to them and motivating that he can do and he will do.. just a matter of time which will be best for each one to showcase results in a positive way..!!

Ongoing communications with direct reports is crucial in their development. Meetings do not have to be daily or even weekly, but showing up for employees shows them you’re invested in their growth. Each employee should have a growth map and understand how they are being reviewed for performance. Regularly assessing documented developmental goals and providing performance feedback, successes and opportunities, supports each employee’s individual journey.

Having a regular touch base on the action plan and discussing on what is working and appreciate the progress and whats not working and what adjustment and support needed to make progress. Leaders need to be partner in the journey of action plan for the improvement

Micromanaging and overcontrol are real risks. Continuous communication about improving sometimes can be obtrusive, as improvement does not mean consistent and continuous growth. There will be highs and lows, and patience is the substantial skill from manager that should applied.

1. Establish regular check-in meetings or progress reviews to monitor employees' progress towards their goals. 2. Use objective measures and benchmarks to assess progress and identify any areas where additional support may be needed. 3. Provide ongoing feedback and encouragement to keep employees motivated and focused on achieving their development objectives.

Monitorar regularmente o progresso em direção aos objetivos definidos é essencial. Isso não significa apenas verificar as tarefas concluídas, mas também fornecer suporte contínuo e ajustar os objetivos conforme necessário. Celebre as conquistas, não importa quão pequenas, para manter a motivação alta. Se o progresso estiver faltando, explore as razões juntos e ajuste a abordagem conforme necessário.

The same feedback could be perceived differently by different team members. Hence it is important that we know the recipient reasonably well before we share our feedback if the final objective is to have them receive it gracefully and act on it. At times, setting examples by doing certain things yourself in the way you expect can also inspire team members to channelize their actions in a certain way, this could work as a great alternative to corrective feedback.

One size does not fit all - classic case of adjusting/course correcting your feedback approach if necessary. Each employee is unique, with different learning styles and motivations. Some may respond well to direct feedback, while others may benefit from a more collaborative approach. Be flexible and considerate in your methods, and don't be afraid to ask for feedback on your feedback.

First, you look inward and then outward: Maybe the feedback mechanism employed is not effective, so adapt it. Also, understand the nuances of the employee's emotional state and address the same. Finally, do let the employee know that they do need to be open to feedback and implement the same, which will help them in their career progression.

Make an individual development plan according to their need and area of improvement. Batter to have chat with them and discuss SOWT analysis with them and agreed on objectives and development needs, arrange quarterly review on progress.

When feedback does not seem to effectively foster growth or guide employees, it’s a signal for me to reassess my approach, specifically highlighting the continuous importance of recognizing each team member’s individuality. Leadership demands understanding and adapting communication to best suit each person’s unique needs and perspectives. This situation calls for an adaptable leadership style, focusing on tailoring feedback methods to encourage personal and professional development more effectively

It’s important to have dialogue, set targets and monitor but we seldom consider that the person may be in wrong job at all. I recall one of my employees was not able to concentrate in work and making mistakes. Setting goals, support didn’t help and when I spent time with her as a colleague not boss, she told she wanted to be hair dresser. Helped her found a school nearby where she can learnt and finally she found a good job and happily worked there. This could be very radical example but within office, we may offer alternative career options and you never know what clicks and they can offer their best.

Unmotivated employees usually have some form of roadblock hindering their progress. Schedule a one on one meeting with them. Ask them open ended questions, allow them to speak freely, and assist them where possible.

Keep in mind the human and emotional aspect of the issue. Humans are not robots, so there may be external factors beyond job satisfaction or motivation to grow that are preventing this person from receiving the feedback. When an otherwise good performer exhibits a sudden decrease in performance, they may be going through difficulties in their personal life. When this is the case, showing genuine concern while being careful about the questions being asked can establish trust and help the individual feel valued.

Primary aspect would be appreciate the efforts that they have put up Try different ways not just 1 direction and ask to put up their own creativity on the work If it still fails, try to understand their path of development (may be a manager is thinking from their perspective) and try to put them into the path they want Again Appreciation of the effort plays a Key Role

Consider reaching out to other supervisors, your peers, and the HR Director. Keep an open mind to different approaches. Others may see your subordinate with a different perspective, and may even have first hand knowledge that may assist in your communication with them. Again, keep an open mind. If what you are doing is working, it doesn’t make sense to stay with the same methods. What works with one employee may not work with another one.