Feedback & 1:1s

What this achieves

This section holds the conversations that happen between formal reviews: peer feedback, recognition, regular one-to-ones, and structured 360 cycles. It exists so that a performance review draws on a year of recorded discussion rather than on what everyone can remember in the last week.

Four kinds of feedback

Option	Description
Praise	Positive feedback on something done well.
Constructive	Feedback identifying something to change.
Suggestion	A proposal rather than an assessment.
Recognition	Public acknowledgement, the kudos form of feedback.

Naming the kind matters. It sets the expectation of the person receiving it, and it lets recognition be visible where constructive feedback should not be.

Example: Olivia Bennett recognising James Whitfield for shipping a difficult piece of work is recognition. A note asking him to bring design decisions to the team earlier is constructive, and the two do not belong in the same channel.

Feedback carries acknowledgement, so there is a record that it was received rather than only that it was sent.

1:1 check-ins

Managers schedule and complete one-to-ones, and the record separates what both people see from what the manager keeps to themselves.

Option	Description
Shared notes	Visible to both the manager and the employee.
Private notes	The manager’s own record, not shown to the employee.
Action items	Commitments carried out of the conversation.
Mood	How the employee is feeling, tracked over time.

Example: Olivia Bennett and James Whitfield agree two action items in their check-in. Both see those; her private note about how to approach his development plan stays hers.

Humavera can generate preparation content for a check-in. That is an AI feature and it consumes credits, so it is available where your plan includes them.

Requested feedback

Feedback does not have to be volunteered. A person can request feedback from specific peers, which is how someone gets input on a piece of work without waiting for a cycle.

360 and feedback cycles

A cycle is the structured version: you configure who is being reviewed and who reviews them, then track completion as responses arrive.

Results carry bias analytics. That matters because 360 feedback is where rating patterns — a reviewer who rates everyone highly, or differences that track something other than performance — become visible and correctable.

Example: if HC Corp runs a 360 cycle for its engineering managers, the analytics show whether reviewers are discriminating between people or giving everyone the same answer.

Team health

Managers get a team-health view drawn from this activity, which is a read on how a team is doing between formal cycles rather than a rating of it.

What happens next

This section feeds performance. A review argued from a year of recorded feedback, check-in notes, and 360 results is more defensible than one written from memory, and the release gate on reviews means the formal rating still stays private until HR publishes it. Recognition also feeds engagement, where survey results indicate whether the culture matches what the feedback shows.