Is there a professional way to give very negative feedback about my current position?

Anonymous

November 29,2021 at 7:33PM UTC

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Is there a professional way to give very negative feedback about my current position? My organization uses quarterly "stay interviews" to improve retention. The idea is to ask the/ questions of an exit interview before a person actually leaves, to attempt to retain people. I had one in August and am scheduled for another tomorrow. The feedback I offered last time resulted in the easy requests being fulfilled (e.g. a half hour of flex time one day a week). The larger items (e.g. pay, respect) remain unaddressed.

I have three pieces of very negative feedback to give. 1) Pay at my level doesn't match our responsibilities. I am an assistant manager, but the starting pay for my position is less than 10% above front line staff. By comparison, managers make 25% more. I think a more fair starting rate would be the mid-point between front line staff and managers. 2) The "promotion" to assistant manager comes with additional responsibilities but no additional authority. People at my level can't make any substantive decisions without manager approval. It often feels like we're there to be the buffer. 3) I had a personal item stolen off my desk during a staff meeting last month. The person who did it was not caught or disciplined. It wasn't a valuable item, but it left me feeling a general distrust for and disrespect from others in my department.

If they ask me how likely I am to stay, I'd have to honestly say there's at least a 9/10 chance I'll leave if I get an offer that matches or beats my current salary. And yes, I am actively looking. I want to stay within our agency (government) due to benefits, but there are many opportunities.

I think these are all things that someone in our department needs to hear to help retain talent. But honestly, I'm afraid of dooming my relationship with my manager if I say them. Any advice?

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Crystal RhinebergerNovember 29,2021 at 8:01PM UTC
Well first politeness when having to bring these issues up matters. Keeping tones light, asking for input w issues as to why they are that way and then reporting simply the facts of how its negatively impacting you.
Asking if there is room or plans for improvement can help.
However if this is a corporation sometimes these improvements are not an option
AnonymousNovember 29,2021 at 8:58PM UTC
Leave and don't burn bridges. You never know when you will need someone's referral. Always remember HR is on company's side.
Gillian ThackrayNovember 29,2021 at 9:36PM UTC
Many years ago, an older friend and mentor shared this nugget with me: it's possible to say anything, if you use the right time, place and manner.
Applied here, I think these are fair pieces of feedback that are entirely appropriate for the stay interview (the time and the place). The trick is in how you deliver them; delivery with a positive tone, along with the context and suggestion for improvement (as you did in your message) is much less likely to have a negative impact on the relationship. Regarding your second item, you might add a few suggestions about specific decisions that, in your perspective, could be appropriately delegated to those in the assistant manager position.
You also have to have reasonable expectations: things are unlikely to change overnight, and your input may take a while to nudge things in the right direction. But you will feel less like a victim of circumstance if you give the feedback, and you will help improve conditions for everyone else in your position down the line if you contribute positive suggestions. That's leadership, for the right reasons.
Georgene HuangNovember 29,2021 at 9:57PM UTC
Wow, I love this. That really is a "nugget", as you say, of wisdom. Thank you.
Joan Williams, Senior Talent Acquisition SpecialistNovember 30,2021 at 5:35AM UTC
I don't see what you have to gain by doing this. Listen, if they wanted to be a better workplace, they'd already be one.
Antonia CalzettiNovember 30,2021 at 2:05PM UTC
Delivery of this information is key but warranted. If you feel that you can be making 25% more somewhere else, I'd open that bag with them, especially if they value you as an employee. They should be given the opportunity to do what you're asking - give them until the next "stay interview", then make a decision. If they haven't done anything regarding any of the items (at minimum), you will clearly know your value there. #neversettle
Rene LetendreNovember 30,2021 at 2:21PM UTC
I echo what others have said. You may want to add your concern that giving negative feedback may "doom" the relationship. Also, maybe you can add the things that make you want to stay--so, don't just offer areas where they can/should do better, but also recognize where they are doing well.
As far as the theft of your personal stuff--that really, really stinks. I'm sorry that happened. I'm not sure that management will be able to effectively prevent that from happening, or make the situation right. But I do think it is important to acknowledge that it causes distrust and discomfort for you.
Best wishes in your conversation!
Anne KrookDecember 1,2021 at 5:16PM UTC
They key thing is to give feedback over things that are possible for **your management** to change. If you are in a government org, chances are they cannot change the salary scale for an assistant manager, for example. You could reasonable ask for a camera at your workplace, since you had an item stolen; they may say no, but you can ask. And you should definitely ask to agree on a list of decisions you can make without escalation.
Make sure you keep your resume and LinkedIn up to date, and do look for a new job until you find one.
Good luck!
Bradford McCormickDecember 1,2021 at 9:17PM UTC
I think #3 is on you. In IBM we had a rule many years ago: when you leave your desk lock confidential information and lock your computer. Personal items? Take you purse with you when you leave your desk (or lock it in your desk).
I have read other persons' responses about #1 and #2 which seemed very well advised: Maybe your management can't do anything about these things? But if you don't like it, don't let them know you are unhappy, unless you want trouble before you can find some place else to go. Who doesn't deserve more money? As for responsibilities versus authority in a job, that seems to me legitimate if you express it in terms not of your personal concerns in the matter but your concerns about productivity for the company, and "How can I help us be even more productive than we already are?"
JahnaDecember 2,2021 at 2:34AM UTC
As a business owner with lots of staff, I recently received a piece of advice that while obvious, made a lot of sense. I shared it with my own staff alongside their direct impact on the company as a whole.
I think that if employees have a direct understanding of this metric tidbit, salary conversations would be far less uncomfortable and result in more opportunity.
Here goes...
When the pay rate for a job is decided, often, it's based off of metrics that are inconsistent with the company's actual revenue for that position and that leaves upper management stuck and unable to raise wages at the rate the employee would have hoped.
As an example. If position A is directly responsible for $100 of revenue annually and the pay for that employee is $85 annually, the company makes a profit of $15 by having that person on staff. If the costs of other liabilities increase, that $15 lessens and lessens, adding no room for wage growth without the addition of workload. OR they have no idea what those numbers are and completely unaware of that position's value.
The issue with this great resignation situation is that companies will learn how to do more with less or scrap jobs with small margins leaving our countries workforce with less options overall.
That being said, the reason why I bring this up is because if YOU can prove that you are responsible for $X revenue, and that there is in fact room for wage growth for your position- you are far more likely to get it!