Wie man Feedback während jährlicher Mitarbeitergespräche gibt und empfängt

Yearly development interviews or performance reviews are among the most impactful moments of the year for employee engagement and performance alignment.

To make them genuinely useful, both leaders and employees need to treat them as a two-way process that drives growth rather than anxiety.

1. Reframing the Annual Performance Conversation

Both sides can dread end-of-year reviews because they often compress a whole year of feedback and emotions into one meeting.

Employees fear uncertainty and criticism. One survey found that up to 22% of employees cry after a review, highlighting how emotionally charged these conversations can feel.

Leaders may also feel uncomfortable, especially when lacking training to deliver difficult feedback or fearing defensive reactions.

To reduce emotional stress, reframe the purpose of the conversation before it starts.

Instead of a verdict on the past, position it as a coaching session focused on learning, course correction, and future opportunities.

Shifting language from “reviewing performance” to “designing your next chapter” signals growth rather than punishment.

Frame the interview as part of an ongoing dialogue by referencing previous 1:1s and check-ins. This makes it feel like a journey, not a judgment day.

2. For Leaders: How to Give Feedback That Inspires Growth

Feedback is a core leadership capability. When delivered well, reviews become productive rather than destructive.

Leaders set the tone. Curiosity, respect, and honesty encourage the same from employees.

A. Prepare With Purpose

Going into a review unprepared increases anxiety and misunderstandings.

• Gather examples from across the year to avoid recency bias.
• Review performance data and peer feedback for a balanced view.
• Assess contribution to team culture and long-term goals.
• Check personal biases and assumptions before the meeting.

B. Set the Tone for Psychological Safety

• Clarify shared purpose and development focus.
• Offer specific appreciation early to build trust.
• Choose a calm, private setting with no interruptions.

Model vulnerability by sharing your own development areas. This reduces hierarchy and builds connection.

C. Deliver Feedback With Clarity and Empathy

Use the SBI model (Situation, Behavior, Impact) to stay factual and objective.

• Balance reinforcing and developmental feedback.
• Use descriptive language instead of labels.
• Ask questions before giving advice.

Empathy means being honest while preserving dignity.

D. Co-create Development Actions

• Invite employees to suggest focus areas.
• Define goals using the SMART framework.
• Identify needed support and resources.

Schedule follow-ups to sustain progress beyond the annual meeting.

Common Pitfalls to Avoid

• Vague praise
• Stacking multiple criticisms
• Assuming intent
• Linking feedback only to ratings or bonuses

3. For Employees: How to Receive Feedback Constructively

Employees are active participants, not passive recipients.

A. Redefine What Feedback Means

• View feedback as information, not judgment.
• Recognise different perspectives.
• Look for patterns even when you disagree.

B. Prepare Your Mindset

• Reflect on achievements and challenges.
• Adopt a growth mindset.
• Plan emotional regulation strategies.

C. Engage Actively During the Conversation

• Ask for concrete examples.
• Clarify expectations.
• Take notes for reflection.

D. Turn Feedback Into Action

• Prioritise 2–3 development areas.
• Request support resources.
• Schedule progress reviews.

4. Making Feedback Part of Culture

Frequent feedback reduces emotional intensity.

Weekly 1:1s, retrospectives, and quick check-ins enable real-time adjustments.

Two-way feedback builds trust and psychological safety.

Link development to training, mentoring, and stretch projects.

Follow-up actions demonstrate commitment to growth.

Feedback is not a grade. It is a gift.

When trust, shared responsibility, and regular practice exist, feedback becomes a powerful development tool.