Yes and should, feedback is a gift
Apart from official quarterly check-ins, good to have more casual sit-down sessions in between, after every milestone or project. The more immediate, the better - but then again, timing is also critical, esp if it might further demotivate the person
I learned from my people management mentor, it’s good to keep a log of your observations/ comments about your direct report. So I used to have a section for that on my notebook, then eventually shifted it to digital (just notes on my email) - the more specific, the better. So that you see a pattern of where your direct report is good at and not so good at… so that every feedback is objective and based on specific events… and more importantly, it helps your feedback be more actionable. It helps to have something to refer to, because we cannot really trust our memories and emotions.
I’ve handled Pinoy, Vietnamese, Singaporean direct reports, and the same “Asian treatment” (more personal) has worked well so far.
Of course, also important to always get feedback from your direct reports, we learn a lot from everybody.
For my bosses: I’ve had Pinoy, Indian, French and British bosses… Pinoys and Indians, they practice the same 1-on-1s schedule and feedback sessions, they also get personal. But the Europeans, you will have to ask for it. To them, if you didn’t approach them, then it’s all good.