Identifying core strengths through reviews
Letting your employees review
you can lead to personal and professional growth of the team, and you
Organisationally, we are
far away from team members 'reviewing' their managers. Before we get there,
there are a few hurdles to be crossed: a) Willingness of the 'boss' to receive
feedback and do something constructive about it; b) 'Dare' in the employee to
give feedback without fear of any consequence whatsoever; c) Acceptance on the
part of the reporting manager that he may be and ideally should be having
people in his team.
Structured interventions:
FORMAL APPRAISAL PROCESSES
In the mid-year and annual
appraisal process, the management generally has two questions that the reviewee
is expected to first fill online and then discuss in the face-to-face meeting
with the reporting manager. First, two things that you should continue doing to
enable my performance; and second, two things that you could do differently to
help me perform better. While the first one was always filled up, we found the
second one to be blank in almost 30-40% of the forms, a couple of years back.
HR teams had to intervene and take some steps to bring in the change.
UPWARD FEEDBACK
While annual and mid-year
appraisals evaluate the accomplishment of the goals and objectives, in most
cases, the manager does not really receive comprehensive feedback on hisher
style of team management, since the manager's own supervisor has littleno view
to the leadership style that is employed with the direct team. Therefore, in a
way ,a very critical developmental feedback related to organisational
performance is missing in most cases! So, here comes the practice of upward
feedback a tool to collate a collective team feedback based on individual
responses. This would enable a manager to get objective feedback on aspects of
his leadership; aspects that play a big role in the motivation, retention and
performance of his team. Actively encouraging the direct team to give feedback
can lead to personal and professional growth of the manager.
Un-structured interventions:
Every team has a cadence of
regular group meetings to do stock taking. Encouraging peer-review during these
meetings is a great way of collectively uplifting each other's performance
levels.
Identify core strengths of
each team member like e-mail communication, project planning, data analysis,
presentations skills, etc., and then build a work culture wherein these
'in-house experts' review the rest of the team as and when necessary .
Needless to say , the
reporting manager is the catalyst in bringing in a change for the better in the
work culture.
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Shampi Venkatesh
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-- chief people officer , NIIT Ltd
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TOI16DEC15
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