Workplace Feedback: How HR Can Encourage Open Communication?

What is workplace feedback?

Workplace feedback is information shared about an employee’s work, behaviour, performance, or contribution. It helps employees understand what they have done well, where they may need to improve, and how their work aligns with expectations. But feedback is more than a manager pointing out mistakes or evaluating an employee during an annual appraisal. It is an opportunity to examine something that has already happened and identify what can be done better next time.

During Pazcare’s Employee Wellness Session, How to Take Feedback, Alam Batam explains feedback through three connected ideas:

• The past: Feedback refers to an action, behaviour, or outcome that has already taken place.
• The present: Employees receive and process the information, understand what happened, and identify what they can learn from it.
• The future: They apply those learnings to improve their next actions and performance.

This distinction changes how employees approach feedback. Instead of treating a conversation as a judgement of their abilities, they can view it as information about a particular situation and an opportunity to improve. As Alam emphasises during the session, feedback is not a verdict on who an employee is. It is information that can help them understand what happened and what they can do differently. For organizations, this means workplace feedback should not be restricted to formal performance reviews. Regular conversations between employees, managers, and teams can help identify concerns early, improve collaboration, and create a more transparent work environment.

What are the different types of workplace feedback?

In the session, Alam explains that feedback serves three different purposes: appreciation, coaching, and evaluation. Understanding these distinctions helps employees recognise what a feedback conversation is intended to achieve.

1. Appreciation

Appreciation is about recognising an employee's effort, contribution, or results. It acknowledges what someone has done well and reinforces behaviours that support the team or organisation. For example, a manager may tell an employee, "You did a great job on that report." Alam highlights that appreciation is not just about praising an outcome. It is also about recognising the effort behind it and thanking employees for their contribution. For managers, the takeaway is to make appreciation meaningful. Instead of offering generic praise, explain what the employee did well and why it mattered.

2. Coaching

Coaching focuses on helping employees understand where they can improve and what they can do differently. It involves guidance, relevant examples, and suggestions that support gradual development. For example, a manager may tell an employee that their presentation needs more clarity and suggest ways to structure the information better. As discussed in the session, coaching requires information and develops over time. It is not simply about identifying what went wrong; it is about helping the employee understand how to improve.

3. Evaluation

Evaluation involves assessing an employee's performance against defined standards, responsibilities, or expectations. For example, a manager may review an employee's quarterly performance rating, project outcomes, quality scores, or progress against targets. Alam explains that evaluation helps assess performance against established parameters. It provides employees with a clearer understanding of where they stand and what may need attention.

Why should employees understand the difference?

The purpose of a feedback conversation influences how employees should respond. Appreciation calls for acknowledgement. Coaching requires listening, clarification, and a willingness to learn. Evaluation calls for understanding the assessment criteria, reviewing the evidence, and discussing areas that need improvement. When managers explain the purpose of a conversation, employees are less likely to misinterpret it. Equally, employees should feel comfortable asking whether the discussion is about recognition, coaching, or a formal performance assessment.

Why is it difficult to receive feedback at work?

One of the most important parts of Alam's session focuses on why employees often feel stressed when someone calls them for feedback. He explains that people may interpret feedback as a threat to their professional identity or social standing. Before they have fully understood what is being said, they may become defensive, deny responsibility, or withdraw from the conversation. This reaction can make even constructive feedback difficult to process.

Here are some reasons why receiving feedback can be uncomfortable.

1. The brain can interpret feedback as a threat

When a manager calls an employee for a one-on-one discussion, the employee may immediately wonder: "What have I done wrong?"

Alam describes how the body's stress response can lead to a fight-or-flight reaction before a person has had time to think through the conversation.

This may show up in different ways:

• Defensiveness: Employees immediately explain why something was not their fault.
• Denial: They reject the feedback without first understanding it.
• Withdrawal: They become quiet, disengaged, or unwilling to participate.
• Resistance: They treat the conversation as an attack rather than an opportunity to learn.

For example, if a manager points out an error in a report, an employee may immediately blame the available data, the deadline, or another team member. While context may be relevant, responding defensively before understanding the concern can prevent a productive conversation.

2. Employees associate feedback with personal judgement

Employees often invest significant time and effort in their work. As a result, criticism of a particular task may feel like criticism of their overall competence. Alam challenges this way of thinking. A mistake in one project does not define an employee's entire professional ability. The purpose of feedback is to examine what happened, not to label the person who was involved.

3. Employees may lack confidence in their work

Another point Alam discusses is the role of knowledge and preparation in receiving feedback. He explains that employees who understand their work, processes, and responsibilities are more likely to approach feedback with confidence. When they are unsure about their own work, they may feel more threatened by questions or criticism. His session uses an illustrative 80:20 framing: employees should recognise what they already understand while remaining open to the areas they have yet to learn. The point is not to achieve perfection. It is to develop enough confidence in one's work to ask questions, examine feedback, and identify genuine areas for improvement.

4. Employees may find it difficult to question authority

Feedback can become especially complicated when it comes from a senior manager or someone in a position of authority. Employees may hesitate to disagree, ask for clarification, or point out an error because they do not want to appear disrespectful. Alam highlights that seniority and experience do not automatically make someone right. Employees should be able to raise relevant questions respectfully, regardless of who is giving the feedback.

This is particularly important in workplaces where hierarchy can discourage people from speaking up.

How can employees shift from seeing feedback as criticism to using it for improvement?

Alam's central message throughout the session is to change the mindset with which employees approach feedback.

He contrasts two ways of thinking:

A growth mindset does not mean accepting every comment without question. It means being open to learning while retaining the confidence to examine whether the feedback is accurate and useful.

Alam explains that employees should not allow someone's criticism to determine their self-worth. They should focus on the specific situation being discussed and understand what they can take away from it.

For example, consider an employee who is told that their contributions during team meetings need improvement.

A defensive response might be: "I do contribute. I just don't get enough opportunities to speak."

A more constructive response would be: "Could you share an example of where you felt I could have contributed more? I'd like to understand what you expected from me."

The second response does not automatically accept the criticism. It creates room for a clearer conversation.

This is the shift employees need to make: from reacting to the discomfort of feedback to understanding the information behind it.

How should employees respond to difficult feedback?

Receiving feedback constructively requires more than staying quiet and agreeing with everything a manager says. Employees need to listen carefully, understand the concern, ask questions, and decide what action is appropriate.

Alam shares several practical ways to approach difficult feedback conversations.

1. Listen before explaining yourself

Alam points out that people often start speaking before they have fully processed what the other person is saying. When employees immediately defend their actions, they may miss important details about the feedback. Instead, allow the other person to finish. Understand the concern and take a moment to process the information before responding. Listening does not mean agreeing with everything. It means giving yourself enough information to respond thoughtfully.

2. Ask for specific examples

One of the most practical lessons from the session is the importance of asking questions. If a manager says, "Your communication needs improvement," employees should not be expected to guess what that means.

Alam suggests asking questions such as:

• "Could you give me a specific example of where I could have done better?"
• "What would success look like in this situation?"
• "What would you have expected me to do differently?"
• "How does this affect the team's overall goal?"

These questions help employees move from broad criticism to clear expectations. They also make the conversation more objective because both parties can discuss an actual situation rather than relying on assumptions.

3. Check the feedback against facts and examples

Alam emphasises that not every piece of feedback should be accepted without examination. Employees should consider whether the feedback is supported by actual examples, relevant information, and observable outcomes. For instance, if a manager says an employee is not meeting expectations, the employee can ask which deliverables or performance parameters are being discussed. This allows them to understand the assessment and determine whether the feedback can support their professional growth.

4. Be assertive without becoming argumentative

An important distinction in the session is that employees should not confuse listening with blindly accepting everything. Alam encourages employees to question feedback when they need clarity. However, the tone and intention behind those questions matter. Instead of saying, "You are wrong," an employee can say:

"I understand your point. Could I share some additional context about what happened?"

This keeps the conversation respectful while allowing the employee to explain their perspective.

5. Recognise when feedback becomes destructive

Alam also makes an important distinction between constructive feedback and comments that are personally demeaning or inappropriate. Feedback should address work, behaviour, or performance. Statements that attack an employee's identity, make personal remarks, or create a hostile environment should not be treated as constructive criticism. If an employee experiences such behaviour, they should document the interaction and raise the concern through the appropriate HR or organisational channels. Being open to improvement does not mean accepting disrespectful treatment.

What can HR and managers learn from difficult feedback conversations?

The session offers valuable lessons not just for employees receiving feedback but also for the managers and HR professionals responsible for creating a healthy feedback culture. Alam highlights that the person giving feedback also has a responsibility to ensure that the conversation does not feel threatening. For example, he explains that managers and coaches should try to position themselves at the same physical level as the employee rather than creating an intimidating setting. They should also check how the person is feeling and make the interaction more comfortable. This is a useful reminder: the way feedback is delivered can influence how effectively it is received. HR teams and managers can apply these lessons in several ways.

1. Create a non-threatening environment

Employees should not feel that every feedback meeting is a disciplinary conversation. Managers can make discussions more approachable by choosing a private setting, communicating the purpose of the meeting, and allowing employees to express themselves without interruption. A simple check-in about how the employee is feeling can also help establish a more comfortable starting point.

2. Avoid making feedback personal

Managers should focus on specific actions and outcomes rather than making statements about an employee's personality or overall ability.

For example: Instead of: "You are not responsible enough."

Say: "The last two project updates were submitted after the agreed deadline. Let's discuss what caused the delay and how we can prevent it next time."

The second approach gives employees something concrete to understand and work on.

3. Encourage employees to question feedback

A healthy feedback culture allows employees to ask why something happened, request examples, and respectfully disagree when they have relevant information. Alam's discussion about hierarchy is particularly relevant here. Employees should not feel that a manager's position makes their decisions or observations unquestionable. Managers should welcome relevant questions rather than interpret them as resistance.

4. Make feedback a two-way conversation

Feedback should not be a one-sided exercise in which managers speak and employees simply listen. Employees should be able to share their perspective, discuss challenges, and explain what support they need. Managers should also be willing to receive feedback about their own communication, leadership, and decision-making.

5. Establish a follow-up process

Alam repeatedly stresses that feedback should lead to an outcome and a follow-up. A conversation that ends without agreed actions or a review plan may not result in meaningful improvement. HR can help managers establish a consistent process for documenting development goals, identifying support requirements, and reviewing progress.

How can employees turn feedback into an action plan?

One of the most practical parts of Alam's session is his explanation of what employees should do after receiving feedback. He makes an important point: the responsibility for acting on feedback does not rest entirely with the person giving it. Employees must take ownership of their own development. He recommends a four-part development plan built around goal, action, timeline, and support.

1. Goal: Identify the skill or behaviour to improve

Start by identifying the specific area that needs attention. For example, if the feedback concerns communication during meetings, the goal could be to communicate project updates more clearly and contribute relevant information during discussions. The goal should be specific enough to guide improvement.

2. Action: Decide what you will do differently

Once the goal is clear, identify the steps required to achieve it.

For example:

• Prepare key discussion points before team meetings.
• Share project updates in a structured format.
• Ask questions when responsibilities or expectations are unclear.
• Seek feedback after important presentations.

The action plan should focus on practical changes that employees can implement in their daily work.

3. Timeline: Decide when you will review progress

Improvement needs a realistic timeline. Alam explains that employees should identify when they will work on the goal and when they will return for a review. Depending on the development area, this could be after a few weeks or over a longer period. A timeline also helps prevent feedback from becoming something employees acknowledge during a meeting and then forget.

4. Support: Identify the people and resources you need

Employees may need guidance from a manager, training from a subject matter expert, or support from colleagues who have experience in the area. Alam encourages employees to take the initiative to identify these people and ask for help rather than waiting for someone else to arrange it. Asking for support is not something to be embarrassed about. It is part of taking responsibility for professional development.

Follow up: Return to the person who gave the feedback

The development plan does not end once the employee has completed the actions. Alam places considerable importance on follow-up. He encourages employees to return to the person who gave the feedback, explain what they have worked on, and ask what changes they have observed.

For example:

"During our previous discussion, you suggested that I improve the structure of my project updates. I've started sharing weekly updates with clearer action points. Could you review my recent updates and let me know whether there has been an improvement?"

This creates accountability on both sides. The employee demonstrates that they have acted on the feedback, while the manager gets an opportunity to review progress and provide further guidance.

How can HR build a healthier approach to workplace feedback?

Alam's session focuses primarily on how individuals can receive and act on feedback. For HR teams, these lessons also point towards a broader organisational responsibility: making open communication part of everyday workplace culture.

Here are practical ways HR can encourage that shift.

1. Move beyond annual performance reviews

If employees hear from managers only during formal appraisals, feedback can become associated with ratings, criticism, and salary discussions. HR can encourage regular one-on-one meetings, project check-ins, and informal conversations. These interactions make feedback a continuous process rather than an event employees prepare themselves to face once a year.

2. Train managers to conduct constructive feedback conversations

Managers need to understand not just what feedback to give but how to deliver it. Training can cover active listening, asking open-ended questions, giving specific examples, managing disagreements, and recognising when an employee feels uncomfortable. Alam's suggestion to make feedback sessions less intimidating is particularly relevant for managers who handle performance discussions regularly.

3. Encourage upward feedback

Employees should be able to share their views about management practices, team processes, and workplace challenges. HR can introduce structured manager feedback, employee listening sessions, and confidential channels that allow employees to raise concerns. The organization must also communicate how these concerns are addressed. Otherwise, employees may stop participating because they do not see any meaningful outcome.

4. Build a culture where asking questions is encouraged

Employees should not have to choose between respecting hierarchy and speaking up when something seems incorrect. Managers can encourage employees to ask for clarification, challenge assumptions respectfully, and share alternative approaches. This improves decision-making and helps organisations identify issues before they become larger problems.

5. Separate development conversations from disciplinary action

Not every feedback conversation should feel like a warning. HR should help managers distinguish between coaching, performance evaluation, and formal disciplinary processes. Employees should understand the purpose of the discussion and what is expected from them. Clear communication reduces unnecessary anxiety and helps employees respond appropriately.

6. Measure whether feedback leads to improvement

HR should look beyond the number of performance reviews completed. It can assess whether managers are conducting regular check-ins, whether employees feel comfortable speaking up, and whether agreed development actions are being followed. Employee surveys, manager feedback, and follow-up discussions can help identify where the feedback process is working and where it needs attention. Ultimately, a healthy feedback culture is not one in which employees receive more criticism. It is one in which people can discuss what is working, what needs to change, and how they can improve together.

How Pazcare supports workplace wellbeing

A healthy workplace depends on more than performance targets and appraisal processes. Employees also need an environment that supports their physical health, mental wellbeing, and professional development. Pazcare supports organisations through employee insurance, employee benefits, and corporate wellness initiatives. Its platform helps HR and People teams manage employee benefits while supporting broader workplace wellbeing.

The Employee Wellness Session, How to Take Feedback: Turn Criticism into Growth, is one example of this approach.

Led by corporate counsellor and motivational speaker Alam Batam, the session explores how employees can understand feedback, manage the stress associated with difficult conversations, ask meaningful questions, and take ownership of their professional development.

For HR teams, such initiatives can complement regular employee engagement and wellbeing efforts. They create opportunities to discuss everyday workplace challenges and equip employees with practical ways to handle them.

Want to create a healthier employee experience? Talk to Pazcare to explore employee benefits and corporate wellness solutions for your organisation.