Managers and employees increasingly appreciate the culture of feedback. But at work, as in personal life, are all truths good to say? How to manage honesty well in professional relationships?
Feedback: Honesty is not always enough
Feedback has become a tool in companies. Annual interviews, regular checkpoints, and internal surveys are multiplying. However, telling the truth does not always guarantee a constructive reaction.
A recent study by Fasterclass confirms it. Only 15% of employees would accept a difficult truth without hesitation. In contrast, 42% prefer to avoid this type of confrontation or strongly ignore it.
The observation is clear for HR. Not all employees are ready to receive direct feedback. The way a message is conveyed becomes as important as the content itself.
The study also shows that 69% of French people have felt destabilized by an unexpected criticism. Among them, 31% say they have experienced this situation several times. A clumsy remark can weaken trust and create strong internal tensions.
Another important lesson: 23% of employees first question the legitimacy of the person giving the criticism. Only 17% immediately seek to understand what they can improve.
Feedback often triggers a defensive reflex before a willingness to improve.
How to establish an effective feedback culture?
Not all truths are good to say however we want. In a professional setting, honesty must be accompanied by method. A harsh or poorly worded feedback can cause demotivation, anger, or disengagement.
Timing plays a major role. Criticism given under pressure or in front of colleagues is often poorly received. Managers should prioritize individual exchanges in a calm and respectful atmosphere.
HR also has a strategic role to play. Training managers in feedback becomes essential. The goal is not just to “say things,” but to create a useful and balanced dialogue.
Effective feedback is based on several simple elements:
- precise facts,
- concrete examples,
- and clear improvement suggestions.
Vague judgments or personal criticisms should be avoided.
The Fasterclass study also reveals that 49% of French people fear asking for feedback. Many fear a negative impact on their professional image. However, this approach can strengthen credibility and employee engagement.
Therefore, companies have to normalize regular feedback. The more frequent feedback becomes, the less threatening it seems. Over time, employees develop a better ability to listen and adapt.
For HR, the challenge is now cultural. A successful company is not the one that avoids difficult truths. It is the one that learns how to convey them intelligently.
