One of the challenges I encountered in my previous career was getting too little time with my boss and receiving too little feedback on my performance. Not getting regular accolades for what I did especially well and constructive feedback for how I could improve, left me at a loss for how to best provide my boss and the company with what they needed from me.
I am not in the minority. According to a recent study by Leadership IQ, 66% of employees say they have too little interaction with their boss. This number is up from 53% in May 2008, the last time this study was conducted, and could indicate that the recent recession played a part in the results.
And while 67% of employees say they get too little positive feedback, 51% also said they get too little constructive criticism from their boss. On top of this, employees who say they didn’t get enough feedback were 43% less likely to recommend their company to others as a great organization to work for. The survey included 3,611 workers from 291 business and healthcare organizations in the U.S. and Canada.
Too often organizations view opportunities for interaction with the boss and feedback as part of an annual review. In my experience, annual reviews are seen as an HR necessity rather than an opportunity to improve performance and strengthen relationships between managers and employees. These reviews typically focus too heavily on past performance, salary increases and potential promotions. The fact that they are done only once a year and often viewed as a burden to many supervisors, annual reviews are not fully appreciated for what they can deliver.
Employee feedback needs to be provided more frequently and needs to be effective so appropriate action can be taken immediately. Looking at it from an appreciative standpoint, feedback can open the door to constructive dialogue between a worker and his or her supervisor. Constructive feedback can help build upon and spread what is working well and it can minimize or remove what is not working so well. And the best feedback should not be one way in nature, but allow for true give and take so there is an opportunity for better understanding and to strengthen the relationship.
As I mentioned in an earlier post, employees may join a company because of its prestige and reputation, but they leave a company primarily due to their relationship with their immediate supervisor. Strengthening this relationship through regular dialogue can lead to greater employee engagement, increased productivity and potentially long term retention.
Organizations should demand that managers increase the amount and quality of feedback they give employees because it makes good business sense. This feedback needs to occur more than once a year and should include praise for positive performances as well as detailed constructive comments so that immediate corrective action can be taken if necessary. This is important not only because employees will feel better about doing their jobs, but because it can directly impact overall productivity as well as employee retention and recruitment.
Mark Craemer www.craemerconsulting.com