The feedback void employers cannot afford to ignore

In many organisations, feedback is treated like a performance review - formal, infrequent, and often too late. But here’s the truth: employees don’t just want feedback. They need it. Not once a year. Not when something goes wrong. But regularly, constructively, and with purpose.

And when they don’t get it? They fill in the blanks themselves. They assume silence means they’re not doing well - or worse, that no one’s paying attention.

The cost of the void

When feedback is missing, it doesn’t just affect performance - it affects confidence, engagement, and retention. Employees start second-guessing their value. They hesitate to take initiative. They stop growing.

For employers, especially those committed to building strong, sustainable workplaces, this is a missed opportunity. Because feedback isn’t just a tool- it’s a culture.

Some employees take the silence as a tick of approval and believe the leader is pleased with their progress and performance – until performance review time when they become blindsided by the feedback. In this scenario, everyone loses.

Why feedback gets lost

Even well-intentioned leaders can fall into the trap of withholding feedback. Common reasons include:

• Fear of conflict– Many managers worry that giving honest feedback might upset or discourage their team members. They want to maintain a positive atmosphere and avoid confrontation, which can lead to sugarcoating or skipping the conversation altogether.
• Time pressure– In fast-paced environments, feedback often gets deprioritised in favour of more immediate tasks. Managers may intend to circle back, but the moment passes, and the opportunity to provide meaningful input is lost.
• Uncertainty– Not every manager feels confident in their ability to deliver feedback effectively. They may struggle with finding the right words, tone, or timing, and as a result, choose to say nothing rather than risk saying the wrong thing.
• Fear of damaging relationships– When managers have built strong personal connections with their team, they may hesitate to share hard truths. The concern that honest feedback could strain the relationship or create awkwardness can lead to avoidance, even when the feedback is necessary for growth.
• Assumption of self-awareness– Sometimes, managers assume that employees already know what they need to improve. They believe the issues are obvious and that the individual will self-correct. Unfortunately, this assumption can prevent valuable conversations that clarify expectations and support development.

But silence isn’t neutral. It sends a message, whether you mean to or not - often one of indifference, avoidance, or even approval. When feedback is withheld, employees may interpret the silence as a sign that everything is fine, or worse, that their efforts or missteps don’t matter. In the absence of clear communication, assumptions fill the gap, and those assumptions can erode trust, motivation, and performance over time.

Building a culture of continuous feedback

Creating a feedback-rich environment doesn’t require a complete overhaul. It starts with small, intentional shifts:

• Make it regular, not rare

Don’t wait for annual reviews. Build feedback into weekly check-ins, project debriefs, and informal conversations.

• Focus on growth, not judgment

Feedback should be forward-looking. Instead of “You didn’t meet expectations,” try “Here’s how you could approach this differently next time.”

• Train your leaders

Not everyone is naturally good at giving feedback. Offer training on how to deliver input that’s clear, constructive, and kind.

• Ask for feedback, too

When leaders model openness to feedback, it normalises the practice across the organisation.

Turning insight into action: what employers can do now

Feedback isn’t just a communication tool - it’s a strategic lever. When done well, it strengthens relationships, accelerates development, and reinforces a culture of trust. But when it’s missing or mishandled, it creates confusion, disengagement, and missed potential.

Here’s how employers can start closing the feedback gap:

• Shift the mindset: Feedback isn’t a performance correction-it’s a growth conversation. Reframe it as a regular part of learning, not a reaction to mistakes.
• Build rhythm and routine: Embed feedback into everyday interactions. Weekly check-ins, project wrap-ups, and informal chats are all opportunities to connect and guide.
• Equip your leaders: Invest in training that helps managers give feedback that’s specific, timely, and constructive. Confidence in delivery leads to consistency in practice.
• Model vulnerability: Encourage leaders to ask for feedback themselves. It sets the tone for openness and shows that growth is a shared responsibility.
• Track and evolve: Make feedback part of your culture metrics. Are employees receiving it? Is it helping them grow? Use pulse surveys or engagement tools to measure impact.

From silence to strength

Feedback isn’t just about performance - it’s about possibility. When employees hear nothing, they assume nothing is possible. But when they hear something -honest, thoughtful, and consistent -they lean in. They grow. They stay.

As a leader, your words carry weight. Use them to build, not just to assess. Create a culture where feedback is expected, welcomed, and valued - not feared or forgotten.

Because in the end, the organisations that thrive aren’t the ones with perfect people - they’re the ones with courageous conversations.

Further information

For assistance with your workplace matters, Members of Ai Group can contact us or call our Workplace Advice Line on 1300 55 66 77 for further information. Ai group offers member extensive tools and resources on optimising and managing performance.