Corporate E-Learning

Constructive criticism can be a helpful tool when used with the intent of helping or improving a situation in the workplace. However, it can be one of the most challenging things not only to receive, but also to give. It can often involve various emotions and feelings, which can make matters delicate. But when management learns effective ways to handle and deliver constructive criticism, employees can not only learn from their mistakes, but even benefit from them.

One aspect of delivering constructive criticism is in knowing the right time and opportunity to deliver it. Some instances can be addressed on the employee’s next annual review, while others should be addressed right away. If it is done too soon, it could make the employee doubt their abilities and affect their job performance. If delivered too late, then the employee may ignore it altogether and dismiss any help at all. Identifying key situations can help decide when feedback needs to be done.

Management generally finds it easier to deliver any form of constructive criticism once they have prepared what they want to say and how they want to deliver it. The key is to decide what problems or situations you want to address and how you can provide the employee the information they need to succeed. Careful preparation, clear information delivery, and a sense of sensitivity toward the employee will not only result in better employee performance, but possibly a better relationship between management and employees

Choosing a time and a place to deliver constructive criticism can play a key role. The location should allow for the parties to speak in private and away from other coworkers. Many factors can affect what would be the best time, such as if the employee is tired or getting ready to go to lunch. Also the manager should consider how they are feeling before setting a time. If they are angry or uncomfortable with the subject, they may need more time to prepare.

After thoroughly preparing the information and process needed, the manager is ready to successfully deliver the needed constructive criticism. Remain businesslike and focus on the problem at hand. After both parties have had a chance to speak and express their position, both parties can move toward the corrective action and solution.

The end of the session is the key part that allows the manager and the employee to come together to make a plan of improvement or change. If the action plan is only made by one party, the terms can be one-sided and won’t address the roles in which both parties need to take. While this can be a delicate subject to approach, with the correct planning and outline, a plan can be formed and implemented in no time.

Now that you are ready to put your action plan into play, together you and the employee need to set goals that can be achieved to improve the employee’s future performance. What kind of goals should both of you set? What areas should be included? These are some of the questions you can face when planning goals, and knowing how to outline their future path with the employee will ensure you’ll be able to effectively answer them when the time comes.

Unfortunately, constructive criticism is often accompanied by some form of anger or negative emotion, such as denial or embarrassment. The goal of constructive criticism is to help the employee grow and improve, not to hurt their feelings or downplay their work. Therefore, it should be delivered in the correct manner and without negative undertones. When criticism is delivered correctly, emotions can generally be set aside and both parties can focus on the issue.

There are always helpful tips for what you’re supposed to do when delivering constructive criticism, but there are often times that people don’t tell us what we shouldn’t say. Managers can learn all the right things to say and feel they may have everything they need, but knowing what sensitive topics and negative phrases to avoid can be just as crucial.

Constructive criticism should not be done without a proper follow-up. Schedule some sort of follow-up meeting to check on the employee’s progress and see if they have any additional questions or concerns. Make yourself available to the employee and let them know how they are doing. If goals were met and the employee has improved, congratulate them. If not, go back to the drawing board and see what other actions need to be taken. Don’t leave the employee in the dark about their progress or shortcomings.

One of the most important business tools is being able to provide feedback and constructive criticism to your employees. As a manager, part of your job is to ensure every employee performs to their highest potential. You provide guidance, feedback and the occasional criticism to help them succeed and continue to improve. Don’t lose sight of the reason for giving constructive criticism – which is to help the employee grow. After the session, don’t lose focus of what you set out to accomplish together. Remember the action plan, the goals set and don’t forget to follow up!

Although this workshop is coming to a close, we hope that your journey to understanding how to deliver constructive criticism is just beginning. Please take a moment to review and update your action plan. This will be a key tool to guide your progress in the days, weeks, months, and years to come. We wish you the best of luck on the rest of your travels!