You're evaluating soft skills during a performance review. How do you effectively provide feedback?

During a performance review, evaluating soft skills means looking at how an employee communicates, works with others, solves problems, and adapts to change. To do this well, observe their daily behavior, team interactions, and response to challenges. When giving feedback, be specific, balanced, and respectful. Mention real examples, highlight strengths, and suggest clear areas for improvement. Use a calm tone, focus on growth, and encourage open dialogue. This helps the employee understand expectations and feel motivated to improve while building trust and a positive work culture.

Clarity is key—but it should be vision-driven, not just instruction-led. When identifying soft skills, I link them to broader team goals and the employee’s growth path. Instead of vaguely assessing “communication,” I reflect on how it influenced outcomes—like collaboration under pressure or initiative in solving client issues. This contextual approach makes feedback purposeful, not procedural.

When it comes to giving feedback on soft skills you must keep it real and relatable. You must frame the feedback around their actual behaviour rather than the personality and keep things constructive. With that, acknowledge what's working and later guide them where they can grow.

In our operational reviews, we prioritize aligning soft skills with role-specific competencies. For instance, in product operations, adaptability isn't just a buzzword—it's the ability to pivot strategies in response to market feedback. We utilize behavioral assessments and real-time project evaluations to pinpoint these skills, ensuring our teams are equipped to handle dynamic challenges.

I give real examples of how their soft skills help the team, then gently share where they can grow. I keep it honest but kind, and always offer support.

We adopt a 'strengths-based' feedback model, focusing on amplifying existing soft skills while addressing areas for growth. By recognizing and leveraging individual strengths, we foster a culture of continuous improvement. For example, if a team member excels in cross-functional communication, we encourage them to mentor others, simultaneously enhancing team cohesion and individual development.

Balance begins with appreciation. I start by highlighting strengths so the conversation feels encouraging. But I don’t shy away from sharing both my direct observations and the perceptions formed by others—because in a team, both matter. It’s never about fault-finding; it’s about helping them align better, grow faster, and truly fit into the team dynamic. Their evolution is the real goal.

Our feedback mechanisms are designed to be actionable and measurable. We set specific, time-bound objectives for soft skill enhancement, such as 'Lead a cross-departmental project within the next quarter to improve leadership and collaboration skills.' This approach ensures clarity in expectations and facilitates targeted development.

I begin by asking their view—why do they feel this skill is lacking? It helps me understand the gap through their lens. Once I hear them out, I share specific, realistic next steps tailored to their context. I’ve realized that unless they see the feedback as doable, it won’t drive real change. What may seem easy to us, might not be for them. So, I always focus on feedback that feels achievable to them, not just by me.

We integrate self-assessment tools into our review process, prompting employees to reflect on their interpersonal interactions and decision-making processes. This introspection encourages ownership of personal development and aligns individual goals with organizational objectives. Questions like, 'How have you adapted your communication style to different stakeholders?' stimulate meaningful dialogue.

I firmly believe in reflection. Until a team member begins expressing their own thoughts and feelings, they’re not fully invested in growth—for themselves or the team. I use open-ended questions to create that space. Once they start reflecting, they naturally engage more deeply with goals, challenges, and shared commitments. This not only drives personal growth but also helps me coach them more effectively while nurturing a team culture rooted in positivity and shared progress.

An action without a follow-up is incomplete. I believe that if we define a start line, we must also outline the milestones and a finish line. Without this structure, progress feels directionless, and the rewards lack meaning. I set clear goals with timelines and check-in points—not just to track growth, but to celebrate it. This keeps both me and the team member accountable and ensures the development journey is purposeful, fulfilling, and motivating.

Soft skills are something we took for granted for many years, but I have seen a drastic decline in the last six years. You must inspect what you expect. Feedback on soft skills should be continuous. I would incorporate role playing and setting the employee up with a mentor. Set achievable goals and follow ip with feedback, staring improvements and opportunities. These skills do not often improve overnight, but continued practice and setting expectations either follow up is essential in assisting any employee improve a skill.

We foster a culture of continuous learning by encouraging knowledge sharing and peer feedback. Initiatives like 'soft skill spotlights' during team meetings allow members to share experiences and strategies, promoting collective growth. This ongoing dialogue reinforces the importance of soft skills in achieving our operational goals.