Most managers and peers conduct performance evaluations as a checkbox process rather than engaging in continuous dialogue with their teams. Consequently, employees often feel surprised and defensive about feedback, especially if it’s not constructive or balanced. This can be addressed by adopting a coaching management style throughout the year, fostering a culture of trust and transparency. Employees this way understand the value of constructive feedback, as well as taking actions around it and its impact on their personal and professional development. As a coach encourage self-reflection and goal-setting, and help employees view peer feedback as a tool for continuous improvement rather than criticism.

Peer feedback is dreaded because there often is a lack of trust and 'settling scores' situations. Most often organisations do not lay down the foundation on which feedback thrives. In an organization where feedback is developmental in nature, there often may not be need to do the so called peer feedback surveys. Also, I have come across many cases where irrespective of strong feedback for improving behavioral aspects, people are rewarded basis business numbers. An organization has to decide what is important and act in sync...be consistent and fair and any feedback system will work

Firstly make sure the feedback is accurate and all extenuating evidence is valid. Allow the employee to give their understanding of the feedback to ensure it is fully understood and ask them how the feedback makes them feel. Devalued employees will not improve their performance if they feel unwarranted pressure.

It's important to first have a good connect with the employee. You need to Demonstrate the feedback with fact and figures. Help understand the importance of the feedback in the professional environment and guide the employee to do better. The conversation has to be on a lever playing field where the employee is also heard and given an opportunity to express themselves.

Overcoming employee resistance to peer feedback requires creating a culture of trust and constructive dialogue. Start by addressing concerns—explain the purpose of peer feedback as a tool for growth, not criticism. Train employees on how to give and receive constructive feedback respectfully, focusing on behaviors and outcomes rather than personal traits. Use structured feedback tools, like anonymous surveys or guided forms, to minimize bias and discomfort. Highlight the value of peer input by sharing examples where it led to positive outcomes. Reinforce that feedback is a two-way process and commit to following up on actionable points, ensuring employees feel supported, not judged.

To overcome resistance to peer feedback, emphasize its value in fostering growth & collaboration. Clearly explain the process, ensuring it is constructive & fair. Encourage open dialogue, address concerns, & highlight how feedback benefits professional development. Lead by example, showing a positive approach to feedback, & provide training on giving and receiving it effectively. Reassure employees that the goal is improvement, not criticism, and tie feedback to shared team and organizational goals.

Peer feedback would be ineffective unless it is imbibed in the culture of the organization and the employee is subjected to it from day 1. It can be a very effective approach if backed by data or real-time instances. In such case, it needs to be done in a very transparent manner, and the best way is to take the group discussion approach, and every party must be given a chance to give as well as respond to the feedback. At the end of the session the points discussed ought to be documented and shared with the concerned person for an all-round development. Without transparency, peer feedback will be counter productive and will do more damage.

Provide a structured framework for feedback to ensure it is relevant and focused on behaviors, not personalities. This structure avoids personal attacks and keeps the feedback objective.

Performance evaluations should focus on continuous growth rather than an annual event. Resistance to feedback often arises from inconsistent communication and lack of trust. By fostering regular connects, open dialogue, and a coaching mindset, managers can help employees see feedback as a tool for development rather than criticism. Encouraging self-reflection and goal-setting empowers employees to embrace peer feedback as a valuable insight for personal and professional growth.

Feedback, the word itself creates a lot of resistance in employees, in teams. As a manager, giving a feedabck to the team members is a challenge. In my experience, manager has to have a formal-informal approach towards the team, their work and in turn while providing feedback. That space needs to be created, that rapport has to be build if you want your team to take the feedback constructively and improve their performance and increase the efficiency as a team. 1. Feedback can be given one on one, instead of whole team present around. 2. In a group, the feedback can be backed up with some instances in the past. 3. Meeting can end with some positive commitments and way forwards.