Be specific about the work
Anchor feedback in an observed action or situation. Explain the effect on a colleague, customer or outcome so the person receiving it has something concrete to reflect on.
Employee Feedback Software
Better feedback. While the moment still matters.
Help people learn from the work they’re doing now. Make feedback specific, keep the context and turn a useful conversation into a practical next step.
Part of the connected New Dynamics platform.
Give feedback close to the work
Hear relevant perspectives
Carry context into reviews
Take a closer look at feedback.
Try the controls in this example workspace. Your changes stay in the preview, and you can reset it at any time.
Workspace / FeedbackSample data
Feedback
Make the next conversation count.
A HABIT PEOPLE CAN BUILD
Make feedback easier to give. And easier to use.
By the time a review arrives, the details of a project can be hard to reconstruct. Bring feedback into everyday performance conversations so people can understand what happened, why it mattered and what they can do with it.
See how the platform connectsInclude people with useful context
A manager sees part of the work. Project leads and collaborators can add perspectives from the moments they were involved in, helping build a more considered picture over time.
Follow the conversation through
Agree a next step, an opportunity to practise or a follow-up discussion. Connect relevant feedback to goals and reviews so a useful insight can inform development beyond the original exchange.
PUT IT INTO PRACTICE
A little structure makes feedback more useful.
Explore three everyday conversations. Each starts with the work and leaves room for the other person’s perspective.
AN ILLUSTRATIVE EXAMPLE
Help someone repeat what worked.
A colleague made a project handover easier for the receiving team.
Specific positive feedback tells someone which contribution to repeat.
- Situation
- In Tuesday’s handover, you walked through the open decisions and named the next owner for each one.
- Impact
- The receiving team knew where to start and which questions still needed an answer.
- Next step
- Could we use that structure in our next handover? What would you keep or change?
AN ILLUSTRATIVE EXAMPLE
Make improvement a conversation.
A project update left collaborators unclear about a decision.
Discuss the observed behaviour and its impact, then agree a next step together.
- Situation
- The latest project update listed the tasks but did not flag the decision we needed from the design team.
- Impact
- They could not tell whether they should respond, so the next stage remained blocked.
- Next step
- What made that difficult to communicate? Let’s agree how to make decisions and owners clearer in the next update.
AN ILLUSTRATIVE EXAMPLE
Ask a question someone can answer.
An employee wants to learn from a recent presentation.
A focused request gives the other person a useful starting point.
- Be specific
- In the project presentation, which part of the recommendation was clearest?
- Invite a perspective
- Where did you need more context before you could make a decision?
- Use the answer
- I’ll revise that section before the next presentation. Could we review the new version together?
THOUGHTFUL ASSISTANCE. HUMAN DECISIONS.
Prepare the conversation. Keep your own voice.
AI assistance can use relevant performance context to help managers prepare more specific questions. Review the examples, check the interpretation and make the final message your own before you share it.
Explore AI across New DynamicsTAKE THE NEXT STEP
A practical place to start.
Use a guide or editable template to make the next conversation easier. Open to everyone, with no form required.
Your questions, answered.
What is continuous employee feedback?
Continuous feedback means discussing useful observations throughout the year rather than saving every conversation for a formal review. It can include appreciation, coaching, questions and constructive feedback, grounded in specific work.
How is feedback different from recognition?
Feedback helps someone understand an action and its impact, often with a next step for development. Recognition expresses appreciation for a contribution. A specific message can do both, but the purpose and the conversation around it may differ.
Can feedback support a formal performance review?
Relevant feedback can add evidence and perspectives to a review. Managers should consider the source, context and timing, discuss differences and avoid treating isolated comments as a complete assessment of a person’s performance.
Who should be able to see feedback?
Visibility should reflect the purpose of the feedback and the working relationship. Bring your requirements for private conversations, shared feedback and review evidence to a demo so the appropriate access and process can be confirmed.
Keep the performance story connected.
LET’S START WITH YOUR ORGANISATION
Make better feedback part of everyday work.
Bring your current process to a New Dynamics demo.
Book a demo