I presented a session at a recent CIPD meeting regarding the importance of feedback in the workplace, be that through a model for performance appraisal, 360 degree feedback or otherwise.

The gist of the presentation was to position feedback as just one element of a much larger 'eco-system'; just as flossing is one crucial element of an oral & dental hygeine regime, so is feedback as a key element of an effective performance management regime.

Setting feedback in this context then naturally prompted the question 'so what?'; recent CIPD research concluded that in turn performance management was a primary vehicle of communication between a line manager and their employees.

Following this thread upwards through further research by the CIPD and Institute of Employment Studies (IES), connected effective communication between a line manager and an employee as a foundation for higher levels of engagement.

Engagement is good for business; the David MacLeod report, which I referenced in an earlier post, found pretty compelling evidence that engagement was instrumental in sustained organisational success with increased 'bottom line' results.

When you look at feedback in this context, it suddenly becomes really important that line managers give it and employees get it.

However, context is not enough; we still need the right mindset and approach to usefully embed feedback in an organisation, something I will return to in future posts.

Now where did I leave that floss?
John