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Inhalt
What this article covers
- Why digitalisation is changing feedback culture
- What younger employees and Gen Z expect from their managers
- Why the annual appraisal alone is no longer enough
- How to make regular feedback work without adding more admin
Employee feedback is changing: Why Gen Z doesn’t want to wait for the annual appraisal
Regular employee feedback is becoming increasingly important to younger employees. Gen Z in particular expects timely guidance, clear feedback and open dialogue, rather than waiting until an annual appraisal to find out how their performance is perceived.
The world of work is becoming more digital, communication is faster and teams are more diverse. Yet in many organisations, feedback culture still revolves around formal annual appraisals.
For younger employees in particular, this approach is becoming increasingly disconnected from everyday working life. They want to know early on what is going well, where they can improve and what is expected of them.
Why digitalisation is changing feedback culture
Digital communication has created an expectation that information should be available quickly. At work, too, tasks, processes and priorities can now change within a matter of weeks.
A twelve-month feedback cycle can therefore feel increasingly out of step with day-to-day work. Employee feedback should take place closer to the situations it relates to.
Feedback needs to be timely – not constant
Modern feedback does not mean commenting on every single task or interaction. What matters is giving relevant feedback while employees can still clearly relate it to the situation.
This allows them to respond more quickly and adjust the way they work where necessary. At the same time, positive performance and behaviours can be recognised while they are still fresh.
What Gen Z expects from managers and feedback
Gen Z has grown up with direct, digital communication. As a result, many younger employees also expect greater transparency and clearer communication from their managers at work.
This is less about receiving constant praise and more about having a sense of direction. Employees want to understand where they stand and how they can develop.
Clarity, dialogue and development instead of an annual rating
Effective feedback for Gen Z should be specific and easy to understand. Statements such as “That was good” or “That needs to improve” offer little value without an explanation.
Specific feedback linked to situations and expectations is much more helpful. It is equally important that feedback is not one-way. Employees should have the opportunity to ask questions, raise concerns and share feedback of their own.
Of course, this does not apply exclusively to Gen Z. Generational change simply makes a broader shift in expectations around leadership and management more visible.
Where German feedback culture still has room to improve
In many German organisations, feedback is still closely linked to formal performance reviews. In day-to-day working life, there can also be an unspoken assumption that if no criticism is given, everything must be going well.
For younger employees, however, this silence can create uncertainty. They cannot automatically know whether their performance is meeting expectations.
Annual appraisals still have a role – but they shouldn’t stand alone
This does not mean that the traditional annual appraisal needs to disappear. It remains useful for discussing long-term development, career goals and significant changes.
Short, regular feedback serves a different purpose. It provides guidance in everyday working life and prevents both criticism and recognition from being delayed for months.
How to make feedback work without creating more admin
Regular feedback does not require lengthy meetings or additional forms. Short conversations integrated into existing workflows can be particularly effective.
Why feedback can easily get lost in frontline and shift-based roles
In office-based roles, feedback can often be built into existing meeting structures. In many operational environments, however, these regular opportunities for conversation simply do not exist. Employees working shifts may only see their manager occasionally.
As a result, feedback may not be given until weeks later – or may only happen when something goes wrong. For younger employees and apprentices in particular, this can make it difficult to understand whether they are carrying out tasks correctly and what is expected of their development.
Short check-ins instead of more meetings
A check-in can take just five minutes. Three simple questions are often enough:
What’s going well at the moment?
Where are you experiencing difficulties?
What do you need from me?
This gives managers an early overview of how things are going, while employees have an opportunity to raise uncertainties or concerns directly.
In traditional office-based roles, there are often several opportunities for discussion throughout the week. Team meetings, project catch-ups and short one-to-ones naturally create opportunities to give and receive feedback.
Different shifts need dedicated feedback moments
In healthcare, manufacturing, logistics, retail and other frontline or shift-based sectors, things often look very different. Employees work different shifts, managers are not always on site at the same time and, after a busy shift, there may be little time left for a conversation.
Yet regular feedback is particularly important in these environments. Many of these sectors employ apprentices and other early-career workers who need practical guidance, clear feedback and reassurance as part of their everyday work.
In shift-based environments, feedback should not depend on whether a manager and employee happen to be working at the same time. Teams should therefore establish a small number of dedicated moments for short feedback conversations.
Where managers and employees rarely work the same shifts, digital processes can help. Notes, open questions or topics that need to be discussed can be recorded so they are not forgotten before the next face-to-face conversation.
How Papershift creates more time for good people management
Software cannot replace personal feedback. Digital HR processes can, however, give managers more time for the conversations that matter.
With Papershift, key processes around shift planning, time tracking and employee administration can be managed digitally. This reduces manual administrative work and allows managers to spend more time on communication and collaboration within their teams.
A strong feedback culture is built into everyday work
Gen Z is highlighting a shift that is already affecting the wider world of work. Management is becoming more direct, communication is becoming faster and employee feedback is increasingly part of everyday collaboration.
Annual appraisals still have their place, but they should be complemented by short check-ins and timely feedback. By digitalising administrative HR processes at the same time, organisations can create a modern feedback culture without adding unnecessary bureaucracy.
With Papershift, you can organise your HR processes digitally and create more time for what good management is really about: engaging with your team.
FAQ
Why does Gen Z want more regular feedback?
Many younger employees expect timely guidance and clear feedback. This is less about receiving frequent praise and more about understanding expectations and development opportunities early on.
Are annual appraisals still relevant?
Yes. They remain useful for long-term topics, career development and more in-depth conversations. For feedback on day-to-day work, however, they should be complemented by short, regular check-ins.
How often should employee feedback be given?
There is no single schedule that works for every team. What matters is giving feedback as close as possible to relevant situations, while also creating regular opportunities for short check-ins.
How can organisations provide feedback without creating more admin?
Feedback can be integrated into existing workflows, for example after a shift or during team conversations that are already taking place. Not every piece of feedback requires a separate meeting or extensive documentation.
