Negative Performance Feedback Examples and Tips

Providing workers with feedback, whether positive or negative, is essential to long-term performance improvement. Effective feedback can help reinforce positive behaviors and encourage workers to change behaviors that are negatively impacting the organization’s success.

Whether you’re a manager, business leader, or human resources professional, chances are you sometimes have to share negative feedback. Giving negative employee performance feedback requires thoughtful preparation and the right balance of directness and empathy. When done well, giving negative feedback can help improve performance and empower individuals to reach their full potential. On the other hand, a poor approach can damage working relationships and demotivate team members.

When to give negative feedback

Giving negative performance feedback is never easy, but effectively communicating negative feedback as needed can help drive positive business outcomes.

Situations that require negative feedback

The goal of negative performance feedback is to acknowledge areas of underperformance and encourage team members to change certain behaviors, which can help increase productivity and performance across your workforce.

Negative performance feedback may be necessary for a variety of reasons. Examples include:

• Absences or decreased punctuality
• Missed deadlines
• Limited progress toward project milestones or measurable goals
• Inadequate attention to detail or poor quality of work
• Poor communication skills
• Lack of collaboration
• Ineffective problem-solving
• Disrespectful language toward team members or clients
• Failure to implement previous performance feedback

Determine the right timing

Some negative feedback needs to be shared immediately, while other issues should be addressed as soon as doing so can be handled tactfully. For example, if the feedback is about safety or a worker is being verbally abusive, these behaviors need to be stopped in real time.

Other performance-based issues, such as those related to customer service or missed deadlines, can be addressed as soon as a meeting can be scheduled, ideally the same day. Managers also shouldn’t be emotional when sharing feedback, so scheduling a discussion can allow time to calm down, gather thoughts, and avoid unduly embarrassing the worker on the spot.

Schedule the conversation as soon as possible at a time when you won’t be interrupted. Also recognize that the meeting may have a negative impact on the worker’s emotions and be a disruption to their workflow. Prioritize the individual’s well-being and identify ways to find coverage for their immediate workload, such as taking on some of the work yourself or asking a team member to help, without sharing details about the reason for the other person’s absence. Another option may be pushing deadlines for non-urgent tasks or projects.    

How to prepare

While giving negative performance feedback can seem overwhelming or uncomfortable, preparing for each meeting is beneficial. By gathering important details about the worker’s performance and outlining talking points, you can avoid miscommunication during the discussion.  

Some steps you can take to prepare for a negative feedback session include:

• Define the issue. As a first step toward preparing to share negative feedback, define the performance issue you’re looking to address, as well as how the challenge impacts the individual, team, and broader business. Pull together specific examples to present your case.
• Identify potential causes of poor performance. Once you define the performance issue, think about any factors that may be contributing to poor performance. For example, a team member  may be underperforming due to a lack of training, inadequate tools or equipment, unclear expectations, or challenges with a difficult customer or team member.
• Review past performance. Check the worker’s personal file to determine whether the behavior or performance issue fits a pattern. If the issue has already been addressed a few times, the meeting may need to be escalated from a simple conversation or a verbal warning to a formal write-up.
• Consider the worker’s perspective. While you may have a list of necessary facts, data, examples, and potential factors impacting performance, the worker’s perspective is just as important. As you prepare for the meeting, make sure to leave time for the team member to share their thoughts and feedback and ask questions.
• Develop talking points. A list of talking points can help you keep the conversation on track and ensure all important information is covered. In your talking points, include any necessary documentation related to the team member’s performance. Keep in mind, while talking points can help guide the meeting and ensure a constructive discussion, avoid using talking points as a script. Reading directly from a document may cause the worker to tune out or miss key messages, while a two-way conversation can help keep the team member engaged.

How to deliver negative feedback

Once a performance discussion is scheduled and you’ve taken the time to thoroughly prepare, the next step is delivering negative feedback during the meeting. By referring to your prepared talking points and approaching the meeting in an objective, professional manner, you can have a productive conversation and increase the likelihood of improved performance.

Below, learn some best practices for successful performance feedback meetings.

Be respectful and empathetic

When sharing specific examples of underperformance, use a respectful tone and avoid letting emotions disrupt the conversation or making it seem as though you’re blaming the worker.

Recognize that negative feedback can be difficult to hear and give the worker a chance to voice their point of view. Engage in active listening by asking follow up questions, clarifying points the worker is making, and taking notes to show that their perspective is valued. In many cases, the worker’s input may change the outcome of the conversation. Even if the outcome doesn’t change, letting the individual know that they’re heard can alleviate some initial tension or dissatisfaction.

Also show empathy, be open minded, and work to be flexible when someone shares relevant details. For example, a worker may share that their performance has declined because of a challenge in their personal life. Let the individual know that you understand their point of view and want to work together to identify a solution. One solution may be to give the worker time off or a more flexible work schedule to prioritize personal responsibilities such as caring for an elderly parent or taking a family member to medical treatments.

Tie feedback to the role, not the individual

Receiving negative feedback is stressful and may cause the worker to take the feedback personally, feel demotivated, or even lash out defensively at the reviewer. Critiquing the team member’s performance based on the role requirements and impact on the business, rather than sharing personal opinions about the individual’s behavior, can help your approach feel more objective.

Review the job description and role responsibilities, as well as any goals that may have been set during onboarding—if the team member is new—or during the most recent employee performance review cycle. Also talk to other managers or members of the leadership team to review any other behavioral or performance notes that may have been added to the worker’s file. Align your performance feedback with these requirements or expectations so workers understand the direct impact their performance is having on team and business success.

When sharing feedback, also avoid using subjective phrases, such as “In my opinion,” or “I believe,” as the worker may think the feedback is biased or that any action items are optional.

Be clear and specific

If your organization doesn’t already, consider keeping an ongoing, written record of each team member’s performance, including milestones and areas for improvement, so you have specific examples on hand when the time comes to share feedback. By preparing talking points ahead of time, you can ensure you have all the details you need to share negative feedback in a clear and concise manner.

Present specific, data-backed examples of underperformance. Also avoid using vague terms or sandwiching negative or constructive feedback in between positive feedback, as this approach may cause the team member to overlook the negative feedback.

Examples of specific, measurable data to highlight when sharing negative employee feedback include:

• Direct feedback and comments from customers or team members about a worker’s performance
• Specific instances of missed project deadlines or milestones
• Dates or times when the team member arrived late to work or missed meetings
• Metrics that show the worker fell short of goals

Identify solutions for improvement

While negative feedback focuses on past performance, a successful conversation also needs to be forward-looking and emphasize clear, constructive solutions for performance improvement. After hearing the worker’s point of view and sharing specific feedback, work collaboratively to identify goals and next steps.

Rather than assigning new goals or milestones to the team member, identifying a solution together can help the individual feel more ownership over their performance and be motivated to achieve future goals. When developing solutions and next steps, keep the worker’s goals and needs in mind, as well as how new objectives can best serve the team and overall business. Also consider using the SMART framework to identify goals that are specific, measurable, attainable, relevant, and time-bound, rather than vague and open-ended.

Examples of negative performance feedback

Consider the following negative performance feedback examples as a guide for your own feedback conversations:

1. Tardiness or absences. “I noticed you’ve missed work four times and have been late to three team meetings in the past month. We have flexible work policies but require advanced notice of any absences so the team can adequately prepare. Can you share how you’ll plan to let me know ahead of time the next time you may be late or absent?”
2. Poor project management. “In the past quarter, three of the critical projects you oversaw exceeded the approved budget and didn’t follow our team’s standardized process. Let’s discuss possible solutions to improve your project management approach.”
3. Reduced efficiency. “Our team recently implemented a new project management system and I noticed you haven’t been using it to share progress updates. Do you need additional training to make the most of the tool?”
4. Lack of attention to detail. “You’ve overlooked some typos and misspelled client names on occasion in recent client communications. What steps can you take to thoroughly proofread all assets before sharing externally?”  
5. Missed deadlines. “In the past month, you’ve missed deadlines for several assignments or asked for extensions at the last minute, which has an impact on our team’s ability to meet goals. How can I help you reprioritize work and improve time management?”
6. Off-track goals. “We’re halfway through the year and you’ve only achieved 30% of your annual sales quota. Can you share challenges or roadblocks you’re facing so we can identify steps to get back on track?”
7. Limited product knowledge. “A few clients have shared that you lack product knowledge and are occasionally unable to answer questions about our offerings. What additional training can we provide to help you effectively demonstrate our products to clients?”
8. Micromanaging. “Some team members have expressed that you rarely delegate projects and often micromanage assignments. How can we work together to improve your management skills and ensure the team has more autonomy on projects?”
9. Dominating conversations. “I noticed during a recent client presentation that you spoke over several team members and didn’t give others the chance to share their input. In the future, please make sure to give everyone the opportunity to contribute.”
10. Lack of collaboration and teamwork. “During the past few team brainstorming sessions, you didn’t share any ideas or voice your opinion. You always add creative solutions or suggestions to written documents. How can I support you so you’re more comfortable presenting ideas in team meetings?”

How to follow up

Conversations that involve negative performance feedback can be stressful for everyone involved, which can cause some points to be blurred or misunderstood. Sharing a recap at the end of the meeting and implementing a plan to drive continued performance improvement is essential to long-term success.

Here are some tips to ensure successful follow up:

• Recap verbally and in writing. At the end of the meeting, reiterate key points, action items, and next steps. Also follow up via email so you and your direct report have a written record of what was discussed. Depending on your company policies, if necessary, also share a written recap of the meeting with your human resources department or upload notes to your organization’s performance management system.
• Develop a performance improvement plan. Based on the goals identified during the discussion, consider developing a performance improvement plan, which is a document outlining areas of underperformance and specific development opportunities for a worker. The plan also features detailed goals, expectations, specific next steps, and a timeline for a team member to make changes or improvements. Maintaining a formal document can make it easier to check on progress over time.
• Offer access to talent development resources. A common reason for poor performance is that the worker needs to further develop their skills or learn new ones. Whether or not this is the case, offering all team members access to talent development resources can help ensure they have the necessary skills to succeed in their roles and careers. Examples of these resources include online learning platforms, skill and talent assessment tools, stretch assignments and experiential learning opportunities, coaching and mentoring partnerships, and stipends for professional development events and courses.
• Check in regularly to track progress and offer support. Once a performance improvement plan and specific goals are in place, regularly check in on progress during recurring one-on-one meetings. If you previously met with the worker once a month or quarterly, consider scheduling more frequent check-ins, such as weekly or biweekly to ensure goals stay on track. Use the time during these meetings to discuss progress toward goals and document milestones or areas for improvement in writing. Also allow time for the team member to ask questions, clarify goals,  or request additional support, if needed.

Improve business performance with Upwork talent

Sharing negative performance feedback can be daunting but with proper preparation, specific examples, and a plan of action to improve performance, you can conduct successful feedback conversations with team members. Addressing performance challenges as soon as possible can have a positive long-term impact on your team and business.

For additional support preparing for negative feedback discussions and driving performance improvement across your organization, consider engaging an independent performance management professional on Upwork to help train your team on best practices for effective difficult conversations.

If you notice overall performance is short of expectations due to a skills gap on your team, you can also use Talent Marketplace™ to access independent professionals with more than 10,000 skills. Top companies engage experienced talent from around the world on Upwork to quickly fill skills gaps, scale up and down as business needs shift, and reduce operational costs.