Or why those evaluation conversations might be less intimidating than you think
It’s that time of year again. Performance reviews are just around the corner, and for many, that brings a slight shiver. Let’s be honest—both managers and employees often don’t exactly look forward to them. That “let’s just get through this” feeling is all too familiar. But what if you knew there was a secret key that could make these conversations not just bearable, but genuinely valuable? Performance reviews are often seen as a formality, but with the right focus, they can become real opportunities for growth. Enter feedback orientation: an underrated but essential concept (unfamiliar often means underappreciated, right?). Feedback is one of the tools you can use as a manager to elevate the conversation—if you understand how feedback orientation really works.
What is Feedback Orientation (and why is it worth your time)?
Feedback orientation refers to the extent to which someone receives, processes, and acts on feedback. This concept includes several dimensions, such as:
- Utility (how valuable someone perceives the feedback to be)
- Sensitivity (the degree to which feedback is experienced as threatening)
- Accountability (the willingness to act on the feedback)
- Self-efficacy (the confidence someone has in their ability to use the feedback effectively)
Together, these factors determine how open someone is to feedback and how well they are able to work with it.
People with a high level of feedback orientation often view feedback as an opportunity and tend to actively work on their development. On the other hand, the lower someone’s feedback orientation, the more likely they are to perceive feedback as criticism or even a personal attack—making it harder to act on. This difference in attitude often determines how effective a performance review will be.
Imagine this: you have one team member who immediately takes action after each conversation and shows visible growth. And then there’s another team member who listens politely, nods, but makes little to no change. Chances are, this comes down to how each person views feedback—either as an opportunity or a threat. That’s what we call feedback orientation.Why is Feedback Orientation so important during performance reviews?
Performance reviews are two-way conversations where feedback is exchanged. Both the manager and the team member can offer valuable insights to each other (instead of those classic “I talk, you listen” sessions). This makes the conversation not only more balanced but also more effective. However, when someone has a low feedback orientation, such a conversation can quickly turn into an awkward moment that both parties would rather get over with as soon as possible. That’s why it’s important for managers to understand how their team members receive feedback and how to support that process so the exchange is meaningful in both directions.
Employees with a high feedback orientation get more out of performance reviews: they see feedback as a valuable opportunity and adjust their behavior accordingly. On the other hand, employees with low feedback orientation may feel attacked or that their efforts aren’t being recognized. This can lead to frustration—not just for the employee, but for you as a manager as well. And let’s be honest: a conversation like that doesn’t help anyone move forward.
‘Feedback orientation can be high or low. The higher the feedback orientation, the easier it is for someone to receive and use feedback to grow.’
Tom Nijsmans
How can you improve Feedback Orientation during evaluation conversations?
Feedback orientation is partly linked to personality traits. Some people are naturally more open to feedback than others. Still, as a manager, you can actively contribute to improving feedback orientation—regardless of someone’s personality. Here are some practical tips to encourage feedback orientation and make performance reviews not only less stressful but also more productive:
- Start with the relationship | A performance review isn’t just about performance—it’s also about the relationship between you and your employee. When someone feels safe, they’re more likely to be open to feedback. Throughout the year, make time for short check-ins to see how someone is doing before diving straight into feedback. This builds trust and makes giving and receiving feedback a more natural part of your collaboration.
- Normalize feedback | Don’t treat feedback as something rare or special. Make it part of your everyday interactions, instead of saving it for that one annual conversation. The more informal feedback you exchange, the easier it becomes to talk about it during a performance review. This helps reduce tension and makes feedback feel like a normal part of working together.
- Ask for their perspective | Ask questions! What did your employee think of the past year? What are they proud of, and what areas do they want to grow in? Starting with their perspective shows that you value their input. It boosts engagement and helps make feedback feel like a two-way street.
- Be kind, but honest | Feedback doesn’t always have to be critical. Acknowledge your employee’s successes and efforts. It’s important that they feel their work is appreciated. That doesn’t mean you should avoid difficult topics, but make sure your tone is kind and supportive. No one grows from a review that feels like an attack.
- Use the feedback guide | At The Tipping Point, we’ve translated the concept of feedback orientation into a personal feedback guide—a useful tool to better understand yourself and your team members. It’s a personal feedback profile where employees reflect on how they handle feedback. This can help spark meaningful conversations during performance reviews about how they best receive feedback and what works for them. As a manager, you can tailor your approach accordingly to ensure feedback has a real impact. Pro tip: talk about this ahead of time in a one-on-one (well before the actual review—not during!) to avoid any surprises. Click here to download our feedback guide.
Conclusion: Focus on Feedback Orientation for more effective performance reviews
Performance reviews don’t have to be a source of stress. By understanding how feedback orientation works, you as a manager can respond to the needs of your team members and help them see feedback as something valuable. Use our feedback guide to start the conversation earlier and make the process run more smoothly. Start with the relationship, be kind but honest, and make feedback a normal part of your collaboration. That way, performance reviews become less something to dread—and more moments that spark growth and connection.
So, to all managers gearing up for review season: be kind, ask questions, and remember that feedback isn’t a monologue. It’s a conversation—and every conversation has the power to make a difference.
Sources
- London, M., & Smither, J. W. (2002). Feedback orientation, feedback culture, and the longitudinal performance management process. Human Resource Management Review, 12(1), 81-100.
Deze studie onderzoekt hoe feedbackoriëntatie bijdraagt aan een positieve feedbackcultuur en hogere prestaties in organisaties. De auteurs tonen aan dat een sterke feedbackoriëntatie medewerkers helpt om beter om te gaan met feedback, wat van cruciaal belang is in leergerichte organisaties. - Anseel, F., & Lievens, F. (2006). Certainty as a moderator of feedback reactions? A test of the strength of the self-verification motive. Journal of Occupational and Organizational Psychology, 79(4), 533-551.
Dit onderzoek biedt inzicht in hoe feedbackoriëntatie en zelfzekerheid reacties op feedback beïnvloeden. Het toont aan dat medewerkers met een sterke feedbackoriëntatie beter in staat zijn om constructief om te gaan met uitdagende feedback, wat helpt bij hun ontwikkeling. - Dahling, J. J., Chau, S. L., & O’Malley, A. (2012). Correlates and consequences of feedback orientation in organizations. Journal of Management, 38(2), 531-546.
Dit artikel onderzoekt de relatie tussen feedbackoriëntatie en werkprestaties. Het benadrukt dat medewerkers met een hoge feedbackoriëntatie feedback beter verwerken en effectiever gedrag aanpassen, een waardevolle eigenschap voor elk team. - Linderbaum, B. A., & Levy, P. E. (2010). The Development and Validation of the Feedback Orientation Scale (FOS). Personnel Psychology, 63(2), 315-357.
Dit artikel introduceert en valideert de Feedback Orientation Scale (FOS), een uitgebreide meetmethode die vier dimensies van feedbackoriëntatie in kaart brengt: bruikbaarheid, verantwoordelijkheid, vaardigheid en sociaal besef. De FOS is een betrouwbare vragenlijst voor het meten van feedbackoriëntatie binnen teams en organisaties. Meer informatie over de FOS en de achterliggende theorie is beschikbaar via ResearchGate. - Straatman, M. (2023). The influence of feedback orientation on student learning and performance. MasterThesis, Universiteit Utrecht.
In deze masterthesis wordt feedbackoriëntatie diepgaand onderzocht en worden waardevolle inzichten gedeeld over de invloed ervan op leerprestaties. De thesis verwijst naar wetenschappelijke methoden en praktische tools, waaronder vragenlijsten, die ook nuttig zijn voor HR- en L&D-teams die met feedbackoriëntatie aan de slag willen.
