Feedback on management: 45% of professionals see annual evaluation as growth opportunity

The feedback continuous has gained space in the debate on management and organizational performance, especially at the beginning of the year, a period marked by the definition of goals, priorities and expectations. Nevertheless, in many companies, structured conversations about performance remain restricted to the formal cycles of Human Resources (HR). According to a survey by Robert Half, 45% of professionals see the annual evaluation as a real opportunity for growth, while 26% claim not to receive any type of structured feedback and other 19% assess that the models adopted could be better organized, a scenario that favors the accumulation of noise, misalignments and frustrations throughout the year.

The recurrent absence of this practice directly impacts factors such as clarity, recognition and alignment, repeatedly pointed out as causes of disengagement in teams.A Gallup study shows that employees who receive feedback regular people are 3.6 times more likely to be engaged in their work, reinforcing the direct relationship between continuous conversations, performance and commitment. In contrast, environments in which performance evaluation is late or non-existent tend to concentrate conflicts, lose productivity and present greater intention to disconnect.

For Pablo Funchal's, Fluxus CEO, company specialized in corporate education and leadership development, feedback it is one of the most underestimated tools of management.“When the feedback is restricted to the end of the cycle, it ceases to fulfill its strategic role. Instead of guiding decisions and adjusting behaviors along the way, it begins to surprise, often in a negative way. The result is fragile relationships, loss of trust between leaders and teams and an accumulation of noise that drastically reduces the ability to correct the route during the” year, he says.

In addition to impacting the results, the expert points out that the way the returns are conducted directly influences emotional health and psychological safety at work. “General or out of context approaches tend to generate defensiveness and wear in relationships, instead of promoting development. Therefore, effective communication requires intention, clarity and responsibility, and should be incorporated as a continuous practice of” management, he highlights Pablo.

In this sense, the beginning of the year is a strategic moment to review the way the feedback it is practiced in organizations. According to Pablo Funchal's, turning it into a continuous process is decisive to sustain results throughout the cycle. “Companies that incorporate structured dialogue into the routine, and not as an exception, create clearer, more mature and collaborative environments. When dialogue is constant, people know where they are, what is expected of them and how they can evolve. This is a decisive factor in building trust and a culture of learning”.