A set of new data from Textio, a US-based AI-powered writing platform for HR teams reveal significant disparities in the quality and content of feedback received by employees based on gender and race, which may be contributing to higher turnover rates among high performers, particularly women.
The data reveal that high performers are more likely to receive more feedback, but much of it is surface-level or exaggerated, lacking actionable insights. This kind of feedback may drive dissatisfaction and early departure from organisations. Currently, 30% of high performers in this situation leave companies within their first year.
When people get low-quality feedback — even when it’s positive — they’re 63% more likely to quit within the next 12 months, the data show.
For women, the situation is even worse with 76% of especially high-performing women saying they receive consistently negative feedback. Only 2% of high-performing men say they experience consistent negative feedback. The data also reveal that women are more likely to receive feedback focused on personality traits rather than work-related accomplishments. 88% of women who fall in this category say this has been the case with them. This feedback often includes negative stereotypes, making it harder for women to advance in their careers. In contrast, men are more likely to receive praise for traits like ambition and confidence. Only 12% of men say they receive feedback based on their personality.
Feedback is also influenced by racial stereotypes. For example, Black employees are more likely to be labelled as "passionate" rather than "ambitious," and women of colour (including Black women) are often described as "overachievers," a term implying that they exceed low expectations rather than being recognized for their abilities.
The internalisation of these biased labels can affect employees' self-perception and career trajectories. Women are also more likely to internalise the label of "overachiever," while men are more likely to recall being labelled as "underachiever."
Managers and HR teams play a crucial role in ensuring that feedback is fair, constructive, and focused on performance rather than personality. The research encourages employees to actively seek out specific feedback that will help them grow and advance, but the onus is on organisations to create a more equitable feedback culture.
The findings underscore the importance of addressing biases in performance reviews to create a more inclusive and supportive workplace for all employees.
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