Sometimes too much employe feedback can be just as bad as not enough

When it comes to a worker's personal and career development, the organisation's focus should be on the quality rather than the quantity of feedback, especially if it is becoming overwhelming.

I work for a company that likes to deliver regular performance reviews. This basically means every two months I need to have my progress evaluated by my team leader and the team leader's manager. That's 12 sessions of feedback chat a year by which point I'm utterly confused as to whether I am doing well or not. While they highlight where I am achieving, they also like to flag up the "could do better" areas. How can I politely point out that too much assessment is counterproductive? SS, Dubai

We all know that good quality feedback is vital, yet for some it can be extremely hard to come by. On a positive note, at least you don’t have this problem. Your organisation is obviously keen to evaluate your progress regularly, hopefully with the intention of helping you and the business to grow and perform. However, when it comes to your personal and career development, their focus should be on the quality rather than the quantity of feedback, especially if it is becoming overwhelming.

In some situations too much feedback can be just as bad as not enough … it’s almost like as soon as you start developing in one area, you are pointed out an area of improvement in another. You then find yourself running around in circles. While hearing more can be nice for high achievers, a poor quality process may take focus away from your successes, leaving you unable to accurately reflect on your progress.

I was told once that an organisation with a consistent approach to performance management is like a first-class orchestra. The orchestra is well conducted and clear about the symphony it is playing. The instruments are all in tune and the musicians know the tempo to follow, reaching crescendo together and enjoying the process. Unfortunately, it sounds like you are leaving this particular concert with a headache and ringing between your ears.

Consider why the company wishes to manage and review your performance in this way. Performance management is about getting results. It is concerned with getting the best from people and helping them achieve their potential, which in turn helps the business. Perhaps this is just a case of oversharing?

From the company’s perspective, they may see these regular feedback sessions as a shift away from the outdated annual performance review, linking you more closely to the business itself. If management outputs are measured this frequently and they themselves are accountable for business performance in this way, it would explain them wanting to evaluate you in the same manner, identifying small yet frequent improvements.

If this is the case, then the intention appears justified and rather it is the quality of the process that needs some improvement. These reviews should give you insight into what is expected of you, how you should deliver results and the organisation’s objectives. Try taking more control of the discussion and go in with an agenda that will help you structure your feedback.

It may also be worth checking with colleagues on their experience, as it could just be your manager’s skills that need developing. A well-planned and implemented approach should create clarity not confusion, and call for action not annoyance.

Just as you wish the performance review process to be developmental, it is important your less than positive experience of the process is communicated in a way that allows the organisation to learn and develop from it. You do not want to leave management with the impression that your feedback is biased by disagreement with your performance evaluation. You are seeking to improve the process, so make sure they know it is anything but personal.

Your organisation’s approach to performance management creates excess noise and confusion. Consider why they are reviewing performance in this way and if the intended purpose appears fair, then the process itself and skills of those facilitating it need some work. Leave personal observations at the door and instead focus on whether or not it is adding value company-wide. Individual performance reviews need to be in harmony if you are going to make beautiful music.

Alex Davda is a business psychologist and consultant at Ashridge Business School, based in the Middle East. Email him at [e-mail] for advice on any work issues.

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