There are many different ways to measure managerial
effectiveness, ranging from traditional performance reviews to newfangled
computer simulations, and each method seems to have its own fan club of
enthusiastic supporters. Faced with all of the choices that are now available,
it can be difficult to determine which approach to use when assessing your
organization’s managers.
The criteria for defining an effective manager can change
radically in different settings. For example, the qualities and skills that
help a supervisor or executive leader excel in a large chain hotel probably
wouldn’t translate well into a boutique bed and breakfast.
However, there is one universal characteristic that is
shared by supervisors and managers in virtually every organization -- most are
responsible for overseeing a staff of subordinates. In fact, overseeing staff
is a core job function for the majority of managers. Still, a surprising number
of commonly used managerial assessment scales don’t seem to reflect this
reality.
In contrast, the concept of “upward feedback” relies on
subordinates’ assessment and perspectives of their managers as a major part of
evaluating managerial effectiveness. Upward feedback -- a variation of the more
widely-known 360-degree feedback method -- is based on the common-sense
principle that managers can only be as good as their employees say they are.
Although upward feedback techniques vary, most rely on
anonymous surveys and questionnaires to solicit subordinates’ input on aspects
of a manager’s performance. In most cases, this feedback forms only one part of
the evaluation process.
According to Allen H. Church, managerial consultant, Columbia University professor, and editor of The Handbook of Multisource Feedback, organizations
using upward feedback often enjoy gains in both managerial effectiveness and
employee job satisfaction. Because employees feel that their input is regarded
as valuable, they often develop a stronger sense of empowerment and commitment
to the organization. In addition, managers are often able to benefit from the
uniquely candid insight into their performance that upward feedback provides.
Thinking of incorporating upward feedback into your
evaluation process? These guidelines can help ensure a smooth implementation.
First, Get Management Staff on Board.
The crucial first step of implementing an effective upward
feedback program is cultivating top-down support within the organization. At
first, managers and supervisors may be resistant to the idea of soliciting
feedback from their subordinates. Remind them that accountability is a vital
part of effective management, and that feedback of any kind is an opportunity
for growth and improvement. Ideally, take the time to work through any
lingering misgivings before proceeding.Keep in Mind that Confidentiality is Key.
In everyday interactions, most
employees don’t feel comfortable providing honest feedback to their bosses,
because they often suspect it might imperil their standing or their job
security. In order to optimize the accuracy of upward feedback, employee
anonymity must be protected. Online surveys or questionnaires administered by
outside firms may be necessary to ensure complete confidentiality.Stress Professionalism.
Remind participating employees that this is a chance to improve
performance and effectiveness, rather than an opportunity to engage in petty or
unfair criticism.
Create an Action Plan.
Once the survey results are in, analyze them carefully, looking
for recurring issues and concerns. Based on these findings, work with the
manager to create a viable strategy for addressing any significant issues. If
possible, include a timeline and clearly-defined benchmarks for improvement.Don’t Forget to Follow Up.
Establish a schedule for revisiting the findings and assessing the
manager’s responsiveness to the proposed changes. If the process proved
beneficial, make plans to include upward feedback as an ongoing part of your
organization’s performance review process for all managers and supervisors who
oversee staff.