Performance Feedback at Axelerant
Why does feedback matter?
Axelerant deliberately strives to be a high-performance-driven culture, and giving feedback is integral to driving this culture.
Giving feedback—especially constructive feedback—can feel challenging. Worrying about how it will be received or whether it might affect relationships is natural. However, when feedback isn’t shared, it can slow down personal and team growth, ultimately leading to frustration.
Ultimately, constructive feedback is aimed not just at individual development but also at improving team collaboration and driving the overall success of Axelerant.
This document outlines the process and steps for sharing constructive feedback with team members.
Feedback Process at Axelerant
Scenario 1: Continuity of Manager for over a year
Level 1: Initial Feedback
Action: The Manager provides immediate verbal feedback in a 1:1 or informal setting.
Follow-up: The manager documents this feedback via Slack or Leapsome meeting notes.
Timeline: Within 1–2 business days of identifying the issue.
Purpose: Create awareness of performance gaps, clarify expectations, and support early improvement.
Level 2: Formal Feedback
Action: If issues persist, written feedback is shared via Leapsome Instant Feedback using the SBI model (Situation, Behavior, Impact).
Timeline: Within 5–7 business days of Level 1.
Purpose: Set performance expectations, enable coaching, and provide structured support.
Level 3: Review of feedback
Action: Improvement on feedback results in closing the loop and no further action is initiated. On the other hand, ongoing performance or behavioural issues prompt continued documentation, keeping the People Care team in the loop. Depending on the situation:
The manager may initiate a Compassion Channel to support improvement and specifically inform the team member of this channel being opened.
A Separation Channel may follow if misalignment continues.
Timeline: Within 7–14 business days of the level 2 feedback
Purpose: Ensure a timely, empathetic resolution of this feedback loop.
Scenario 2: Frequent Manager Changes
When an individual undergoes a manager change, the outgoing manager must share relevant feedback with the new manager via the Manager change feedback form to ensure continuity and prevent gaps in performance discussions. The People Care team will facilitate this process by ensuring that the feedback form is triggered upon a manager change.
Level 1: Outgoing Manager
Action: Shares performance insights (strengths and concerns) via Manager change feedback form.
Timeline: Within 5–7 business days of transition to the new manager.
Purpose: Ensure context continuity during the transition of the manager.
Level 2: New Manager
Action: Reviews prior input, adds new observations or working experiences for any ongoing performance/behavioural concerns within 7-14 days of the transition.
Plan: A Team member crafts an action plan; the manager aligns with role expectations and provides support for the development of the team member’s performance.
Optional Coaching Channel: Via Slack for collaboration among the team member, manager, and coach/mentor.
Timeline: Within 7–14 business days of transition.
Purpose: Maintain structured support and early alignment of performance expectations.
Level 3: If Concerns Persist
Same as the process mentioned in Scenario 1, level 3.
Exceptional Situations
Level 1: Immediate Feedback
Action: In some cases, immediate written feedback may be required without the usual two-step verbal feedback process. These instances are covered under Axelerant-Initiated Separation
Timeline: Within 1–2 business days.
Purpose: To ensure a timely response to critical issues that impact team safety, trust, or organizational integrity.
Level 2: Decision Making
Action: The manager proceeds with the next steps based on the severity of the situation. Where appropriate, a Compassion Channel may be offered as an opportunity for course correction. In other cases, a Separation Channel may be initiated. People Care is kept informed through this process and is available as a consultative partner in the background.
Timeline: Within 3–5 business days.
Compassion Process
Purpose: To support course correction through structured guidance and transparent expectations.
Steps:
Creation of compassion channel: The Manager initiates a Compassion Channel, adding relevant stakeholders like People Care, PM, BU Lead, Delivery Ops teams.
Action Plan: The action plan with the steps for improvement created by the team member and agreed upon by the manager is shared within this channel.
Optional Coaching Channel: The manager may choose to initiate a coaching channel via Slack for collaboration among the team member, manager, and coach/mentor.
Plan Duration: 15–30 days, as mutually agreed. The observation period can also be extended up to 1–2 months at the manager’s discretion as needed.
Check-ins between manager and team member: Weekly/bi-weekly reviews, midpoint, and final review.
Documentation: Progress updates via Slack compassion channel for all stakeholders like People Care, Peers, senior hierarchy, and via the Instant Feedback Module in Leapsome for the team member.
Outcomes:
If Improved: Channel is closed by the manager with no further action. If required, the manager can consult with People Care to make this decision.
If Not Improved: Escalates to a Separation Channel, with People Care involved.
Additional Guidelines for Effective Feedback
Timeliness Matters: Feedback is most effective when given immediately and in a timely manner. Managers should not wait for an escalation before sharing feedback.
Quarterly Review Feedback Does Not Trigger a Compassion Channel: The quarterly Leapsome review cycle is designed to collect periodic feedback. They should not serve as the primary mechanism for initiating a compassion channel. Issues should be addressed as they arise.
Critical feedback coinciding with a review cycle: If critical feedback coincides with a review cycle, managers are expected to document it in the review cycle and as an instant feedback to maintain transparency and ensure alignment.