Few people hear “performance review” or “quarterly check-in” without a pit forming in their stomachs. When performance reviews can be uncomfortable, or even a precursor to layoffs — a churning, recession-era fear expressed by Google staffers recently — it’s understandable why the process inspires unease.

According to HR experts, developing a culture of continuous feedback can assuage these worries twofold — a dynamic discussed in “Setting Up Managers for Success Beyond the Performance Review,” a Nov. 29 panel held by L&D company LifeLabs.

With perpetual feedback, workers can get on the same page as managers about their expectations and deliverables — and necessary strategies to link the two. In turn, managers give their direct reports a chance to meet KPIs successfully, panelists said.

“It comes down to consistency,” said Joseph Ifiegbu, co-founder and CEO of talent data company Eqtble, during the panel. “Review should be a part of your day-to-day conversation. It shouldn’t be a surprise when you say, ‘Hey, this is something that has not gone right.’”

Here are actionable tips panelists offered for creating a feedback-rich work environment.

Understand the “why”

Why is it important to have more frequent performance reviews? One reason is so that managers and supervisors have a better understanding of their direct report’s performance. In particular, Ifiegbu told the audience how a lack of regular check-ins can lead to recency bias.

In essence, without regular check-ins, stellar performers who hit a slump recently might receive unnecessarily harsh reviews — and slackers who’ve been getting lucky may receive undue praise.

Take framework into consideration

Before jumping to blame an employee, managers and HR pros should look at the company feedback frameworks, Involvi Consulting President Ashley McKarney told the panel. “Look at the processes that the company has provided in how to do the job,” the human resource consultant said.

Next, managers should assess whether they have clearly communicated expectations to their direct reports and have given their team the necessary tools and bandwidth to achieve their goals. “Look in the mirror,” she continued. “‘How have I done as a leader in preparing them for that success?’ After those two things — [if] as a leader, you’ve done everything you can and so has the company — then maybe it is that person in their role.”

Read the full report here