Performance appraisals have been an old age corporate tradition to evaluate employees at least once a year. These known appraisals usually run top-down. However, Subordinate Appraisals of managers, acronym (SAMs) are increasingly becoming a very useful tool in providing information on a manager’s management style and inter-personal skills which is critical for business. SAMs are done bottom- top. Though intended as a tool to aid managers, senior managers leading corporates need to note that subordinate appraisals do actually reveal common needs of employees as well.
Today’s organisations are now moving towards an era of 360-degree reviews as a way of facilitating empowerment in organisations. These reviews started around 1992, when employees requested for an improved performance evaluation process. In the same decade, SAMs became an ordinary practice as companies promoted more broad ranging internal communication. Subordinate appraisals, now considered a valuable source of information about managers as the information generated has been very handy in assisting employees and supervisors to identify areas of strengths and those areas needing improvement. Consequently, there have been significant benefits to this type of evaluation although initially there were concerns about possible dishonest feedback and its subsequent repercussions.
The use of this system in the developmental sector started when international organisations were battling with victimisation challenges. The process then required all employees to complete a form responding to questions like; “Does your supervisor treat you with respect? Do they value your contribution?” Such questionnaires were initially administered by external consultants in strict confidence. Yes, the initial exercises had a lot of upshots and yet on the part of employees such processes made them feel they have a voice and that the company values their contributions towards the effectiveness of management.
The process has continually been refined and varied depending on organisational needs. More organisations are embracing SAMs because of the carried perception that employees are often perceived as more accurate than a typical manager’s assessment of their subordinate’s performance.
A lot goes on between organisational leaders and subordinates and it is pertinent to note that stress caused by management is a common reason cited by employees in exit interviews. Use of these appraisals offer a tool to convey employees’ concerns in a less confrontational way and the implementation of such evaluative systems by today’s businesses is a must do if you are to remain relevant. Leveraging on this information is a critical skill of the age, bearing in mind employees are more involved in daily interaction with their supervisor than is the supervisor’s managers.
If organisations take subordinates’ collective appraisals to heart, they offer critical input on areas needing supervisor’s attention to becoming a better leader. Experience has shown that usually the majority of employees convey the same message and the totality of this feedback has helped the supervisors improve their performance. Those comments about a supervisor’s negative attitude, bullying tendencies and arrogance for instance have put pressure on the organisational leadership to assess how his attitude and behaviours have impacted on the performance of that supervisor’s department. Smarter organisations have made use of these subordinate assessments on managers, employed consultants who collate, analyse and present the findings to all staff. The naming and shaming from these feedback sessions has yielded strides despite emotions and tempers flaring in the room. More radical organisations often invite their board members to such feedback meetings and with the board in their midst most managers have remained open minded and have taken tips on how to better train and develop subordinates. Such interventions have yielded strategic benefits as appraisals from both top down and bottom up have aided in the development of a strong culture of communication. Employees feel comfortable speaking their minds and offering opinions. As today’s leader it is good noting that encouraging a proactive expression from employees promotes a generally healthier environment than leaving them little opportunity for open feedback. This tends to cause employees to gossip and develop negative attitude towards management.
As Leaders, let us understand the importance of feedback from your subordinates. Subordinates actually unearth that other side of your manager which you will never get to know. It is a known phenomenon that modern workplaces as defined by their ability to innovate and or adapt to change are more transparent and communal than ever before. Consequently, those leaders who have not already implemented such system for their employees are missing out on important insights. While implementing SAMs will give employees a sense of power and prevent employees venting their frustration on a client or looking for an escape they might actual feel part of the organisation success and at no cost help your organisational leadership to develop themselves.
SAMs help you to criticise, compliment, encourage and motivate your boss always bearing in mind that the process does not allow you to be impulsive.
It can be a testing time for employees to evaluate their supervisor if he she is not receptive to constructive feedback. Please take note of such pointers as they are only tips of icebergs.
Emmanuel Jinda is the Managing Consultant of PROSERVE Consulting Group, a leading supplier of Professional Human Resources and Management services locally, regionally and internationally. He can be contacted at Tel: 263 773004143 or 263 4 772778 or visit our website at www.proservehr.com