For engagement problems that are specific to individual managers, drill down to see what the specific issues are for each manager. See if there is a theme or connection between any items that stand out. For each manager, consider which of the following options is most suitable:
| Establish or formalize a process that is lacking – this could be all that is needed for some managers who are struggling in areas such as defining goals and expectations, communicating, or providing feedback.
| For a manager who is generally doing OK, but who is struggling in just one or two specific areas, sharing the survey results with that manager and discussing suggestions for how to fix those problems might be enough. This can work well for managers who have the basic skills and motivation to do a good job, but who simply lack awareness that there are things that they need to do better or differently.
| For managers who have broader problems, or where the problems can't be solved with a formalized process, some sort of ongoing manager training and development is probably needed. This should start with 360 degree feedback, which will provide the necessary level of detail for developmental purposes. (See boxed text to the right regarding 360 degree feedback)
| Lastly, in some cases, where problems are broad and severe, replacing or reassigning the manager can be the best or only viable option. This is obviously an option to use cautiously. Look closely at the number of respondents ("n") and the frequency distributions. If there is a high level of disagreement in the frequency distributions, results could be skewed by just one or two disgruntled employees. Regardless of what the results indicate, additional information should be gathered before taking this type of action – e.g. performance review, 360 degree feedback, etc.
Before terminating a manager, be sure to find out if he or she is incompetent, a jerk, or simply in over his or her head - or perhaps just assigned to a role that is a bad fit. The classic example of these last two possibilities is the technical or functional superstar who is rewarded with a promotion to manager, but who lacks the skills and understanding of what is needed in this new role.
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Why 360 feedback is recommended
The employee engagement survey is a diagnostic tool, not a development tool. It will do a great job of identifying which managers are having problems and what kinds of problems they are having, but it does not provide the level of depth, detail, and multiple perspectives that a 360 degree feedback survey provides. Also, most of the written comments in the employee survey are geared toward the organization and senior management. The employee survey is not designed to focus comments on specific managers.
By contrast, 360 degree feedback is a development tool that provides all of these things – depth, detail, and multiple perspectives (e.g. manager, peers, direct reports, and self). Most importantly, 360 feedback provides detailed written comments that are focused on the specific developmental needs of each manager.
How to use 360 degree feedback
As a follow-up to an employee survey, the most important thing to remember about using 360 degree feedback is to use it broadly, and not to single out just the specific managers who are struggling. If 360 feedback is only used with managers who are not doing well, it can be seen as a punitive exercise, and managers will quickly begin to fear or resist the process. By including all managers, or at least a broader group of managers, 360 feedback can be positioned as a regular organizational process - a development opportunity for those who get the chance to participate. For those managers who are doing fine, 360 feedback is certainly not a waste of time, either. Many of them will find some areas in which they can improve, and many will also appreciate the acknowledgement of all the things they are doing right.
For additional information, refer to our articles that discuss the why's and how's of 360 degree feedback.
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