Is it time to reinvent feedback in the workplace?

​Feedback in the workplace is facing a new challenge, Gen Z.

The way they approach feedback is vastly different from older generations. They want regular feedback, with all the context, opportunities to ask questions and they want to be supported in the process. They aren’t happy being told, they want to be involved. For some leaders that’s a big ask.

Maybe it’s time that we reinvented feedback in the workplace, to become a standard part of everyday life. Something that we all ask for, we all learn from and that we all embrace.

The importance of feedback

There’s no denying the power, or necessity of feedback at work. After all, it’s an essential tool in our personal and professional development. Much as there can be an air of apprehension around feedback, 75% of employees say that they value feedback, with85% taking more initiative after receiving it.

The rise in popularity of 360 degree appraisals demonstrates that it’s not just top-down feedback that’s important. Understanding the impact you make with your peers and those you manage is just as important for growth.

The challenge comes in the delivery of that feedback. It’s critical for leaders to deliver feedback in the most appropriate and effective way, preparing the environment and the individual so they’re ready to receive feedback, and ensuring psychological safety to ensure they’re supported and comfortable in the process. Those aren’t always steps we take, particularly when we’re busy.

Most importantly, feedback should be timely, particularly if it’s negative. The longer the delay in passing on feedback the less impact it has and the more detrimental it becomes. Feedback should be a continuous process, not something that’s left to an annual review.

Generational approaches to feedback

Authoritarian managerial styles used to be the norm in the workplace. You did as you were told. You didn’t question management. Feedback was a way of highlighting mistakes. As younger generations enter the workplace, leaders are having to adapt.

Gen Z is driving a change. They’re pushing for more collaboration, communication, and discussion - and they’re demanding more from leaders when it comes to feedback. As the first digitally native generation they’re used to a constant stream of information. That on-demand way of thinking can be seen in the way they use feedback.

There’s a perception that Gen Z can’t take criticism, that they demand regular feedback but only if it’s positive. When you look at the data it seems there might be more to it than that.

65% of Gen Z employees want frequent feedback, preferably once a week. An in-depth study of 1400 Gen Z workers found many handled feedback very well with80% taking a growth mindset to feedback.

The question then is what’s the disparity between leaders thinking Gen Z can’t handle difficult feedback and Gen Z asking for more feedback than their older counterparts?

Changing the perception of feedback

For Gen Z, feedback is about more than reeling off a list of areas to improve. Feedback demonstrates that an employer is invested in that person as an individual and they care about them progressing in their career.

That’s because to deliver regular feedback with the depth and context Gen Z wants, leaders have to take time to engage in conversation, to do their own research and that matters to younger employees.

It’s not that Gen Z can’t take negative feedback, it’s that the whole nature of feedback needs to be re-examined. Instead of telling someone they’re doing it wrong, it’s about asking for their thoughts on why they made that decision and what help they need to get it right next time.

This might sound like more work for already stretched leaders, but the reality is it’s embedding a growth mindset into the feedback process. Over time that will make your team more competent and confident in their own abilities. It will also create more engaged employees who feel noticed and valued and secure in their workplace, improving retention of the best talent.

Changing the way feedback is delivered and actioned might take more work upfront, but over time you’ll reap the rewards.

Tips to create feedback loops

The idea of feedback can strike fear in a person’s heart. Changing the perception of feedback to be a tool for growth rather than a way to demoralise someone is a powerful opportunity for any firm. Here are some tips to create a feedback culture that works for all generations.

Little and often

Build in opportunities for two-way feedback at regular intervals. This might be in weekly catch-ups, or ad hoc check-ins. This can be done formally, but it can also be done through asking for opinions on certain issues or approaches.

Encouraging all team members to speak up and contribute begins to open communication channels which will then make delivering formal feedback far easier.

Detail focused

Gen Z like to have all the information, so ensure you’re prepared when you do have something to feedback to them. By having all the details to hand you’re able to give them the context and reassurance they need to process the feedback in a positive manner before identifying the learning they can take away.

Collaborative

We need to move away from the idea that feedback is something that a manager delivers downwards. Instead feedback should be a collaborative discussion. “It’s come to my attention that this happened, and this person had this to say about your work. I’d love to hear your side.”

Demonstrating that there are two sides and allowing that person to have their say makes even difficult feedback easier to swallow.

Growth mindset

As a leader you should also be asking for feedback. Once you model asking and receiving feedback, you’re allowing younger team members to learn how to respond. It also highlights that feedback applies to everyone, and they aren’t being picked on when it comes to receiving feedback.

Positioning feedback as opportunities to grow and learn is also important to help employees feel comfortable taking risks in their work, but also avoids them taking risks personally. Feedback shouldn’t be about appointing blame, but instead identifying the lessons.

Feedback, when used effectively, is a powerful tool.

It’s true that Gen Z needs more support both emotionally and professionally when it comes to feedback, but it’s also evident that their need for regular feedback isn’t a negative.

It’s only when we understand where we need to improve, what we can do differently and when we work as a team that we’ll all truly succeed on both a personal and a professional level.

Instead of lamenting at Gen Z for being difficult, let’s applaud them for asking for feedback and use it as an opportunity to reinvent feedback away from a negative into a growth mindset that runs throughout the whole firm.

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About the author

With over 25 years of experience leading high-performing recruitment teams, Nicky Acuna Ocana is a dynamic leader in the recruitment industry. As Regional Managing Director for the US, UK, and Europe at Ambition, she oversees a team of specialist recruiters dedicated to connecting top talent with professional services firms.

Her teams focus on niche areas: the US division specialises in Legal Marketing & Business Development recruitment, while the UK & Europe team excels in placing professionals within Business Services functions within Legal, Practice and Consultancy.

Passionate about leadership, diversity, equity, and inclusion (DEI), and talent retention, Nicky is a sought-after keynote speaker. She frequently presents at industry conferences, sharing insights on recruitment trends, hiring strategies, retention best practices, and DEI in the workplace.

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