In order to give the team assurances, they can speak honestly and directly to their manager, we set up the feedback to be anonymous with answers routed to HR, not the manager or skip the level. Pondering this dilemma, our CSM team decided to run an upward feedback cycle. While these questions may also include upward feedback or improvement comments about how their manager works with their reports, the power dynamic makes upward feedback extremely challenging to all but the most self-confident employees.
But if your organization rates employees, why wouldn’t you allow employees to rate managers? We’ve all come to accept annual or more frequent feedback from a manager to an employee. So as a manager, how do you know where you stand? As an employee, how do you provide upward feedback without feeling at risk of repercussions? Even if your manager isn’t a “horrible boss” they likely have areas of improvement, and without a systematic way of collecting feedback on how will they (and their leadership) know where to focus? Recent data suggests it’s still true people are leaving otherwise fulfilling jobs due to unhappiness with their leadership. Everyone has heard the old saying regarding employees quitting managers, not jobs.
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