Upward feedback

What is upward feedback?

Upward feedback is when employees share constructive feedback with their managers or leaders about their leadership, communication, decision-making, or management style. Unlike traditional top-down reviews, it gives employees a voice, helping managers understand what's working, what isn't, and where they can improve.  

It can be shared through one-to-one conversations, performance reviews, or anonymous surveys. The aim is to help managers understand how their leadership is experienced by the people they manage.

Why upward feedback matters

Better decisions start with better visibility

Managers aren't involved in every conversation, meeting, or challenge their teams face. Upward feedback highlights issues they may never spot on their own, giving them a clearer picture of what's happening on the ground.

It improves leadership over time

Constructive feedback helps managers refine how they communicate, delegate work, and support their teams. Small adjustments can improve working relationships and make day-to-day management more effective.

It gives employees a voice

When people know their opinions are welcomed and taken seriously, they're more likely to raise concerns, suggest improvements, and contribute ideas instead of staying silent.

Did you know? Gallup's State of the Global Workplace 2026 found that global employee engagement fell to 20% in 2025, its lowest level since 2020. While engagement depends on many factors, regular two-way conversations between employees and managers remain one of the simplest ways to understand concerns before they affect morale and performance.

What employees typically give feedback on

Upward feedback should focus on behaviours and ways of working rather than personalities. Useful feedback is specific, respectful, and backed by examples.

Employees commonly give feedback on:

• Communication - Are expectations clear? Are important updates shared on time?

• Support and coaching - Does the manager provide guidance, remove blockers, and help the team succeed?

• Decision-making - Are decisions explained, consistent, and fair?

• Workload management - Are deadlines realistic and work distributed evenly?

• Recognition - Does the manager acknowledge good work and celebrate achievements?

• Availability - Is the manager approachable when employees need help or advice?

• Team meetings - Are meetings productive, or could they be shorter and more focused?

• Career development - Does the manager encourage learning, training and progression opportunities?

For example, instead of saying "You're not a good manager," an employee could say, "It would help if project priorities were shared earlier, so the team can plan workloads more effectively."

How businesses can encourage effective upward feedback

Creating a feedback-friendly workplace takes more than sending out an annual survey. Employees need to feel their opinions will be listened to and acted on.

A few simple steps can make a big difference:

• Make feedback a regular conversation, not just part of performance reviews.

• Offer anonymous feedback channels for employees who may not feel comfortable speaking openly.

• Ask specific questions instead of broad ones like "Any feedback?"

• Train managers to receive feedback positively without becoming defensive.

• Act on common themes and let employees know what has changed as a result.

• Thank employees for speaking up, even when the feedback is difficult to hear.

When employees see that their feedback leads to meaningful action, they're far more likely to keep sharing honest, constructive ideas in the future.

Upward feedback vs 360-degree feedback

Upward feedback focuses solely on employees sharing feedback with their managers. A 360-degree feedback process collects feedback from multiple people to provide a broader view of an employee's performance and behaviours.

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Common mistakes when using upward feedback

Upward feedback only works when employees trust the process. These common mistakes can discourage honest conversations and reduce its value.

• Treating it as a one-off exercise instead of an ongoing conversation.

• Ignoring the feedback or failing to explain what happens next.

• Asking vague questions that lead to equally vague responses.

• Reacting defensively when employees raise concerns.

• Focusing on personalities rather than specific behaviours or situations.

• Failing to protect anonymity where confidential feedback has been promised.

Frequently asked questions

1. Is upward feedback anonymous?

It can be. Many organisations use anonymous employee feedback surveys to encourage honest responses, while others prefer open conversations during one-to-ones or performance reviews. The right approach depends on workplace culture.

2. How often should upward feedback be collected?

Many businesses collect formal upward feedback once or twice a year, but informal feedback should happen throughout the year. Regular conversations help managers address issues before they grow into bigger problems.

3. Can upward feedback improve employee retention?

Yes, when employees feel listened to and see meaningful action taken, they're more likely to stay engaged. Good managers who respond to feedback can improve the overall employee experience and reduce avoidable turnover.