All guides · Giving feedback

Employee feedback examples: 40 things to say, and how to say them

Good feedback names one specific thing the person did, says what it caused, and (if it needs to change) asks for one specific next step. "In Tuesday's client call you walked through the numbers before they asked, and they signed the same day. Keep doing that" is feedback. "Great job" is not. Below are 40 examples you can say out loud, sorted by situation, each built the same way so you can write your own.

Every example uses the same three parts, so you can see the shape and swap in your own details. After the examples: what to say when they push back, how to write feedback down for an email or a review, how often to give it, and the follow-up most managers forget.

The shape behind every example

The Center for Creative Leadership teaches a model called Situation-Behavior-Impact (SBI). It's simple enough to use in a hallway:

Two rules make it work. First, describe behaviour, not character: "you were late to three client calls this week," never "you're unreliable." Second, keep it current: within a day or two, while both of you remember the moment.

For praise, the impact part matters most. People can repeat what you name; they can't repeat "great job."

Positive feedback examples

1. A job done well: "The handover doc you wrote for the Morris account had every contact and open issue on one page. Jen picked it up on Monday without asking a single question. That's the standard I'd like for every handover."
2. Going beyond the role: "You stayed on the phone with that customer until the refund actually went through, not just until it was logged. She emailed to say it's why she's staying with us. Thank you."
3. Helping a teammate: "I saw you spend an hour on Thursday walking Marco through the new system. He closed his first ticket on his own the next day. That kind of help doesn't show up in anyone's numbers, so I want you to know I noticed."
4. Speaking up: "In the planning meeting you said the deadline wasn't realistic, with the numbers to show why. That was the right call, and it was hard to say in front of the director. We moved the date because of it."
5. Improvement: "Two months ago your reports needed a lot of edits. The last three went out with none. Whatever you changed, it's working."
6. Calm under pressure: "When the system went down on Friday you were the one who posted a clear update every 20 minutes. Nobody was guessing. That kept the whole floor calm."
7. A good idea: "Your suggestion to batch the invoices on Tuesdays cut our month-end work by most of a day. I'm going to share it with the other teams, with your name on it."
8. Reliability: "You've hit every deadline this quarter, and when one was at risk you told me a week early. I never have to chase you, and I don't take that for granted."

Constructive feedback examples (for improvement)

9. Missed deadline: "The draft was due Wednesday and came Friday, and I found out Thursday when I asked. The client got it late as a result. What happened? Next time, if a date's at risk, I need to hear it the day you know."
10. Quality slipping: "The last two orders went out with the wrong address format. Both came back. Can you walk me through how you check them, so we can find where it's slipping?"
11. Too much detail: "In your update to the leadership team, the answer they needed was on slide nine. They'd stopped listening by slide four. Next time, lead with the answer, then the detail."
12. Not enough detail: "Your message said 'it's handled' but didn't say what was done. I had to ask twice, and so did the customer. Can you include what you did and what happens next?"
13. Interrupting: "In today's meeting you finished Ana's sentences three times. I don't think you meant it, but she stopped contributing. Next time, let people finish, even when you know where they're going."
14. Not asking for help: "You spent two days stuck on the import before telling anyone. Leo could have solved it in ten minutes. Being stuck is fine; staying stuck isn't. If you're blocked for more than an hour, ask."
15. Taking on too much: "You said yes to three extra requests this week and your own project slipped. I'd rather you say 'I can do that next week' or bring it to me to decide."
16. Email tone: "The reply you sent to the warehouse read as sharp; their lead mentioned it to me. I know you were frustrated about the delay. For anything touchy, try a call first, or give it ten minutes before you hit send."
17. Presentation: "The content was solid. You read most of it from the slides, though, and the room drifted. Next time, try speaking to three points and using the slides only for the numbers."

Feedback examples for attitude and behaviour

These are the hardest, because "attitude" isn't something you can point at. Find the behaviour that makes you call it an attitude, and talk about that.

18. Negative in meetings: "In the last three team meetings, when someone proposed a change, your first reply was why it won't work. People have started running ideas past you before the meeting instead of in it. Your concerns are often right, so here's what I'd like: when you raise one, add one way it could work."
19. Eye-rolling or sighing: "When Tom presented this morning, you rolled your eyes and sighed twice. He noticed, and so did others. Whatever you think of the idea, I need you to disagree in words, not reactions."
20. Gossip: "I've heard from two people that you've been talking about Kim's performance review. That's hers to share, not ours. It needs to stop."
21. Refusing work: "When I asked you to cover the front desk on Tuesday, you said 'not my job' and walked away. Covering is part of everyone's role here, as it says in the team plan. If there's a reason it's hard for you, tell me and we can talk about it."
22. Dismissive to a junior: "When Sasha asked about the process, you said 'it's in the doc' and turned back to your screen. She's three weeks in. A two-minute answer from you would save her a day."

If the person argues or gets heated, our guide on giving feedback to an employee who gets defensive has replies to six common pushbacks.

Feedback examples for lateness and attendance

23. Late in the morning: "You've arrived after 9:15 four times in the last two weeks. The phones open at 9, so the others are covering your line. Is something going on that's making mornings hard?"
24. Late to meetings: "You joined the last three client calls five minutes late. The client noticed and asked if we were short-staffed. I need you on the call at the start."
25. Long breaks: "Lunch has been running to 75 minutes most days this week. I need it back to the hour, or let's talk about changing your hours if that would help."
26. Last-minute absences: "You've called in sick three Mondays this month, each time after 8. I hope you're OK. If something's affecting your health, I'd like to help. Either way, I need the call before 7 so I can cover the shift."

Ask the question before you assume. Lateness has causes: childcare, a long commute, health, a second job. Some of these are things you can work with; some may involve leave or accommodation rules, which is a reason to talk to HR before deciding anything.

Feedback examples for overall performance

27. Underperforming: "Your numbers have been below target for the last three months: 62, 58 and 60 calls a week against 80. I want to understand what's getting in the way, and then agree a plan with you. What's your read?"
28. Solid but coasting: "Your work is reliable, and I'm glad to have it. I also think you're capable of more than you're doing. What would you like to be doing a year from now?"
29. Ready for more: "You've run the weekly report without help for two months, and you've started catching errors before I do. I'd like to give you the monthly one too. How does that sound?"
30. A good first month: "You've learned the system faster than most. Two things I'd like you to work on next month: ask more questions in team meetings, and start owning one client yourself."

When feedback isn't enough and performance stays low, it becomes a plan. Our guide on how to give difficult feedback to an employee covers the talk, and how to manage an underperforming employee covers the written plan.

Feedback examples for new employees

31. End of day one: "How was today? What was confusing? You asked good questions this morning; keep asking."
32. End of week one: "You've already learned the ordering screens, which takes most people two weeks. One thing to watch: double-check the delivery date before you submit. That's where new people trip up."
33. A first mistake: "You sent the quote with last year's prices. It happens to nearly everyone once. Here's where the current ones live. No harm done; we caught it."
34. End of month one: "Here's what's going well: [two things]. Here's one thing for next month: [one thing]. What would make next month easier for you?"

Feedback examples for remote employees

35. Slow replies: "Your replies in the team channel have been taking most of the day. That's holding up the people waiting on you. Can we agree on two hours during working hours?"
36. Camera always off: "In team calls I can't tell whether you're with us or not, and you've been quiet lately. Is the camera a problem, or is something else going on?"
37. Great written update: "Your Friday update is the clearest on the team: what's done, what's blocked, what's next. I've started pointing others to it as the example."

Give remote feedback on a call, not in chat. Text loses tone, and a short note like "can we talk about the report?" can sit on someone's mind for hours. Praise is the exception: a public thank-you in the team channel works well.

Asking your team for feedback about you

Feedback flows both ways, and the fastest way to make your team comfortable hearing it is to ask for it yourself, then show you used it.

38. "What's one thing I could do differently that would make your week easier?"
39. "Was there a moment this month when I made something harder for you?"
40. "What should I keep doing, and what should I stop?"

Kim Scott, in Radical Candor, recommends asking for criticism first and getting the team used to it before you give much of your own. Ask, wait through the silence, and thank them for whatever comes. Then act on one thing and say so: "Last month you said my late requests were a problem. I've moved them to Monday mornings."

What to say when they push back

Written feedback: for email and reviews

Say it first, then write it. Written feedback should never be the first time someone hears something. Use the same parts, in fuller sentences.

Follow-up email after a talk:

Hi Dan, thanks for talking today. To recap: the last three client reports were sent after the Friday deadline (on the 3rd, 10th and 17th), and two clients asked about it. We agreed that from next week, reports go out by Friday 3:00, and if one is at risk you'll tell me by Thursday noon. We'll check in on the 31st.

Performance review wording (strength):

Runs the monthly close end to end with almost no errors. In Q3, caught a $4,000 double payment before it went out. Trains new hires on the system, which has cut their ramp-up time.

Performance review wording (growth area):

Client reports were late four times this half, each time without warning. In September we agreed on a Thursday-noon heads-up; since then, one report has been late and was flagged in advance. Next half: all reports on time, with the heads-up as needed.

Keep the numbers real. A review is a record; "always" and "never" are hard to defend, while dates and counts aren't.

How often to give feedback

• Praise: whenever you notice something worth repeating. Aim for something specific to each person at least every week or two.
• Small corrections: within a day or two, in private, in a couple of sentences.
• Bigger issues: in a booked, private conversation, prepared, within a week of the pattern becoming clear.
• Overall: a few minutes in each 1:1. Our one on one questions guide has questions that make feedback a normal part of the meeting.

If the only time someone hears from you is when something's wrong, they'll brace every time you say "got a minute?"

The follow-up most managers forget

Feedback without a follow-up tells the person it didn't really matter. A week or two later, say what you saw:

• "The last two reports were on time. Thank you, I noticed."
• "You let Ana finish in yesterday's meeting, and she raised the point that saved us the rework."
• "It's still happening. Let's sit down again on Thursday."

The first two are the most powerful lines in management, and the rarest. Put a reminder in your calendar the day you give the feedback.

Some new managers give too much praise and avoid the hard lines; others go straight to correction and forget the praise. The free leadership style quiz takes about 2 minutes and shows which way you lean.

For the method behind the praise lines (how often, public or private, and how praise backfires), see our guide on how to give positive feedback to an employee.

Questions about employee feedback

What is a good example of feedback to an employee?

One that names a moment, the behaviour and its effect: "In this morning's meeting you summarised the decision and owners at the end, and everyone left knowing what to do. Please keep doing that." It's specific enough that they can repeat it.

How do you give constructive feedback without sounding harsh?

Talk about what happened, not who they are; keep it private; give one issue at a time; and end with a question ("what got in the way?") or a clear, small ask. Tone comes mostly from being specific and calm, not from padding it with praise.

Should I use the feedback sandwich?

Usually not. Praise-criticism-praise trains people to wait for the "but", and the main point often gets lost. Give praise on its own, often, and give corrections on their own, clearly.

What are the three types of feedback?

Douglas Stone and Sheila Heen, in Thanks for the Feedback, describe appreciation (you're seen and valued), coaching (here's how to get better) and evaluation (here's where you stand). Problems start when someone wants one and gets another: an employee asking for coaching who only gets a rating.

How do you give feedback to an employee who is a friend?

The same way, in private, and a little sooner than feels comfortable. Say it plainly once: "This is me as your manager, not your friend." Our guide on managing former peers covers the first correction in detail.

Can I give feedback over email?

Praise, yes. Corrections, talk first and email the recap. A correction that arrives by email alone tends to be read in the harshest possible tone.

Next: take the free leadership style quiz to see which feedback conversations you tend to put off, or browse all our guides for new managers.

Sources

• Center for Creative Leadership, "Use Situation-Behavior-Impact (SBI) to Understand Intent": https://www.ccl.org/articles/leading-effectively-articles/closing-the-gap-between-intent-vs-impact-sbii/
• Kim Scott, Radical Candor, St. Martin's Press, 2017.
• Douglas Stone and Sheila Heen, Thanks for the Feedback, Viking, 2014.