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Current Issue

Giving and receiving feedback is sometimes scary and intimidating but it is the only way we can understand how others view us and to make improvements. Feedback is essential to productive relationships. This month we look at a rare perspective of providing feedback to an employer.

In This Issue

• What's at stake when they ask for feedback
• Feedback Works
• We Want to Help You
• Do Today

What's at stake when they ask for feedback

Dear Sigmund Psychie,

So, do employers really want to hear the truth when they ask those difficult questions on employee self-evaluations?

I've been very honest with conveying my concerns and/or opinions over the last number of years on self-evaluation, and am having second thoughts about doing so this year. Despite providing lengthy feedback on questions like "What could your supervisor do to improve his or her interaction with you and to better support you in your work?" or "What could your supervisor do to improve your department/division or processes in your department/division?"

Despite providing well thought out feedback, and being very considerate and careful in the wording of my responses, not once has the information been addressed in my evaluation. The exception was last year when my division director didn't address anything specifically but rather made a general comment in a meeting about how lengthy the comments I'd proved were...as he rolled his eyes.

What I'm considering doing this year is providing safe, generic responses, along the lines of "nothing that hasn't been communicated in previous discussions or evaluations." The other alternative would be to leave it blank, but I believe that would send a negative message and possibly open up a can of worms in the end. I feel damned if I do and damned if I don't. Would appreciate your sharing your thoughts on the matter.

- Lisa

Dear Lisa,

Great question and I must admit, reading your email made me sad. I think the whole idea developing an employee feedback questionnaire is to get information about what people are really thinking and then use it in a positive way. Someone put a lot of time and effort in developing the questionnaire - too bad they didn't follow up. Something like this wastes everyone's time and energy and instead of making employees feel like they are contributing, employees feel like they have been ripped off.

It is worthy of your time. You rightfully thought that the information they asked for and you provided, was worth the time. You were correct - no matter what they do or don't do - It was worth your time and your effort. Even if they don't use it, you are now clear on what you would like to see happen. If you are ever in your division director's spot, you will be very clear and probably handle the feedback very differently.

Increasing trust motivates you to do better. Just recognizing that a boss is interested in hearing employees' perspectives increases motivation and knowing that the employer will follow up builds a huge bank account of trust. In your case, filling something out and not getting any feedback, does just the opposite - decreases trust (not a good thing) and lowers the motivation for filling anything out again.

Yes, some employers absolutely REALLY want feedback from their employees. These employers recognize the huge value they receive from understanding their employees' perspectives. I have worked with a number of companies who have hired me to get feedback. Using an outsider helps employees feel safer because they know the information will be confidential and their bosses will not know who gave what feedback.

Kudos to you. You did what they asked you to do and it sounds like you did it with energy and purpose. Congratulate yourself, and simply say, “see last year's response.” You need not feel guilty. In fact, you should feel just the opposite. You did it well then and there is no reason to do it again.

Sincerely,

Sigmund Psychie

FEEDBACK WORKS

Whether you are an employer or an employee, feedback works only when both sides develop trust in the other side's perspective. To start the process of developing a rapport and engaging in an open discussion, each side should ask the other:

1. What strong opinions are held about this topic?
   
2. Are there some observable facts or data that can aid the discussion?
   
3. Are you willing to be persuaded or influenced?
   
4. What is your vision for a satisfactory outcome of the issue?

We know you have questions. Send us an email today with your most pressing work-related question!