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AI Prompts for Giving Employee Feedback

Feedback works when it is specific (a situation and a behavior, not a trait), timely (near the event, not saved for the review), and clear about impact and expectation. Most managers know this and still avoid it, because the conversation feels risky. Structure reduces the risk: the situation–behavior–impact model gives the words, and preparing the expectation and the support in advance makes the conversation about the work.

These prompts structure single pieces of feedback, prepare feedback on a pattern, and coach the manager who avoids feedback. Difficult conversations — underperformance, conduct — have their own page; this is the everyday practice that prevents most of those.

Before you use these

Have these ready to replace the highlighted [variables]:

The prompts

1. Structure feedback with situation, behavior, impact

Best forTurning an observation into feedback that can be heard and acted on.
Inputs needed
  • Situation
  • Observed behavior
  • Impact
  • Expectation
How to use itGive what was observed. The model writes the SBI feedback, checks that behavior is described rather than character, and adds the question that makes it a conversation.
Expected outputFeedback statement (situation, behavior, impact), the expectation, the opening question, the likely responses and replies, and a check for trait language.
Act as a manager coach helping me give feedback to [person, role].

What I observed: [situation, what they did or said, when]
Impact: [on the work, the team, a customer, a deadline]
What I expect going forward: [specific]
Support I can offer: [what]

1. Feedback statement in three parts: situation (when and where), behavior (what they did — observable, no interpretation of motive), impact (the effect, factual).
2. The expectation, stated as a behavior with a timeframe.
3. The opening question that invites their view before the expectation is set ('what was your read on…?').
4. Likely responses (disagreement, explanation, defensiveness) and a calm reply to each that stays on the behavior and impact.
5. Trait check: rewrite any phrase that describes character ('careless', 'not a team player') into behavior.
6. Timing and setting: when and where to have this, and how long it should take (usually minutes).

Keep it short and specific. Positive feedback uses the same structure; if this is positive, keep the specificity.

2. Prepare feedback on a recurring pattern

Best forWhen one instance became several: the examples, the pattern, the expectation and the support.
Inputs needed
  • Several examples with dates
  • Prior feedback given
  • Impact over time
How to use itList the examples. The model organizes them into a pattern statement, checks that the pattern is behavioral, and prepares the conversation with the expectation and a check-in.
Expected outputPattern statement with examples, the impact over time, prior feedback acknowledged, the expectation and support, the check-in plan, and when this becomes a formal matter.
You are preparing feedback on a recurring pattern with [person, role].

Examples: [3–5 situations with dates and what was observed]
Prior feedback: [what was said before, when, and the response]
Impact over time: [cumulative effect]

1. Pattern statement: the behavior that recurs, in observable terms, with the examples as evidence — not a character judgment.
2. Acknowledgment of prior feedback: what was raised before and what changed or did not.
3. Impact over time, factually.
4. Expectation: the specific change, by when, and how both of you will know.
5. Support: what the manager will provide (clarity, coaching, resources), and the question to the employee about what would help.
6. Check-in plan: dates and what will be reviewed.
7. Threshold: the point at which this moves from feedback to a formal process under policy — stated so the employee knows, and handled with HR (do not draft formal steps here).

Tone: direct, respectful, focused on the work. Prepare for the conversation; do not script the employee's part.

3. Coach a manager who avoids giving feedback

Best forHelping a manager who saves everything for the review or softens feedback until it disappears.
Inputs needed
  • What the manager does now
  • Their concerns
  • Their team's situation
How to use itThe model diagnoses the avoidance pattern from what the manager describes, proposes a small starting practice, and prepares them for their next feedback conversation.
Expected outputAvoidance pattern named, its cost, a starting practice for the next two weeks, the next feedback conversation prepared, and how to build the habit.
Act as a leadership coach working with [manager] who avoids giving feedback.

What they do now: [saves feedback for reviews; softens it; gives it only when angry; delegates it to HR]
Their concerns: [damaging relationships, being wrong, retaliation, not knowing how]
Team situation: [what is going unaddressed and its effect]

1. Name the pattern from what they describe and its cost — to the team member (surprises at review), to the team, and to the manager's credibility.
2. Reframe: what feedback is (information about work, given early, in small pieces) and what it is not (judgment of the person, a confrontation).
3. Starting practice for two weeks: one piece of specific feedback per day, positive or corrective, using situation–behavior–impact; a five-minute reflection afterward.
4. Prepare their next feedback conversation: take their real example and structure it with them (situation, behavior, impact, expectation, opening question).
5. Their fears, addressed: what to do if the person reacts badly; how to be wrong gracefully; when to involve HR.
6. Habit: how the practice becomes routine (one-to-one agenda item, notes kept, a monthly check with their own manager).

Coach, do not lecture. Use the manager's own examples.

Related prompts

Logical next step

After this, most HR teams move on to Difficult Workplace Conversations.

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