Hi there! My company does employee surveys about every 6 weeks and one of my employees is NOT happy. I manage two teams (so 10 total people)

43 Comments

1. Stephanie IngleJuly 22,2024 at 6:39PM UTC

   I would call her in to your office - do this privately, and in person if possible. I would not mention the survey. You could say something like, I recognize you are not happy here and don’t feel heard, can you share some examples of things that have happened that make you feel this way? I value you as an employee and I want you to feel heard - but i need to know more details so i can work on myself and become a better manager. Try to get her to talk as much as possible, if she says something you don’t understand or recollect then ask her what she means by that or if she can go into more detail so you can better understand. You cannot get defensive - it is crucial you remain calm and simply listen without jumping in to defend yourself. You don’t know the reason she is disgruntled. It could be a simple lack of communication or acknowledgement or assignments. Or maybe she’s just a complainer who doesn’t want to work - if it’s the former, that’s on you and a manager needs to be open to improvement. If it’s the latter then it’s time to start documenting her behavior, giving her worse assignments and all the things she doesn’t want to do. Then you can put her on a performance improvement plan. She will either leave on her own or you will have enough info for HR to approve her for firing.

2. Stasi GaverasJuly 22,2024 at 9:43PM UTC

   Thank you for your comments. This is anonymous so I don't know who wrote it. I have not seen anyone slacking in their work so am hopeful we can turn this around.

3. Leader558062July 24,2024 at 6:26PM UTC

   In this situstion, I am not sure about this approach. Figuring out who submitted the survey comment and then pulling them in to talk about it appears to be a major part of the employee's complaint. If they are supposed to be anonymous surveys, this approach could create greater damage. I think the Manager would have to be very careful, especially since she does not feel there are any concerns with employees.

4. Stasi GaverasJuly 22,2024 at 9:44PM UTC

   Thank you for the comment. I will suggest that people leave specific comments in the next survey.

5. Cindy GloverJuly 23,2024 at 2:09AM UTC

   That doesn’t surprise me at all.

   surveys are meant to be (or most think) are anonymous so you’ll not get true feelings unless you can somehow prove that.

   Before I go down the wrong path- Would you mind sharing exactly how that question is presented? Maybe even the one before and after it.

   Most (not all) companies have managers that are not to be trusted- you know already by simply reading what’s going here on FGB - As much as it matters to know what they are truly feeling- they need to know something will be done about it.

6. AnonymousJuly 23,2024 at 4:31PM UTC

   There are 8 questions on the survey related to understanding responsibilities, working relationship with manager, developing career at this company, balancing work and personal life, etc.

   She marked disagree to most (other than developing career - neurtral) and strongly disagree to relationship with me.

   The comment she left was to "What has worsened or gotten better in the last 90 days?"

   "I no longer feel comfortable sharing my feedback because our manager has an individual meeting with us every time someone mentions her to figure out who said what. Even when we provide feedback, our manager does not change."

   I understand there are a lot of bad managers in companies - the rest of my survey results are fine... great even. I'm stumped and feel awful.

   I worked with HR yesterday to formulate a response encouraging her to share constructive ideas or to work with them so I can fix this.

7. AnonymousJuly 23,2024 at 12:25PM UTC

   You should be meeting with direct reports more often than every three months. At least every month. It helps build the relationship needed to make people feel comfortable coming to you. In the next batch of meetings, you should check in everyone and not single out that employee. Find out what motivates each one and be willing to be vulnerable. Showing that you yourself are a human will get people to open up.

8. AnonymousJuly 23,2024 at 4:19PM UTC

   Thank you. I neglected to share that we meet regularly - several times a weel. These 1:1 are to discuss wins and ways the employees can do additional PD to grow with the company.

9. AnonymousJuly 23,2024 at 12:55PM UTC

   I honestly can't say as I blame her if this is the path you take each time. I also think your company is doing death by surveys. Why so many???

   Sorry, my response is not helpful at all...but I just find it bizarre to be surveying employees so frequently. Employees in general dislike surveys and to be surveyed so much results in survey fatigue.

10. AnonymousJuly 23,2024 at 6:48PM UTC

    I agree survey fatigue could be part of it and also if I didn't act on prior feedback that could send a message that I don't care. Which is NOT true. We're a small company (around 100) so not too many departments to change to.

11. AnonymousJuly 23,2024 at 1:12PM UTC

    When I managed ten people I met with everyone weekly and sometimes more than that if they called me or needed help. If you are meeting with people every three months than they have no relationship with you and of course they won't feel comfortable sharing with you. Others may have felt that too and didn't mark it because they are afraid the survey is not anonymous. I would not meet with her right now at all since the survey is anonymous and she is entitled to her feelings. I would reconsider the schedule you meet with your entire team

12. AnonymousJuly 23,2024 at 4:18PM UTC

    Thank you. I do meet more regularly with everyone as I stated in response to a previous comment. I worked with HR and wrote a response to the comment that indicated my willingness to discuss the concerns or for her to seek info from HR. It will go to her email but she remains anonymous.

13. AnonymousJuly 24,2024 at 5:18PM UTC

    When you meet with her one on one what is the relationship like? Does she share feelings? Ask you to help with issues with other people, confide in you about personal matters? If she is not doing these things then try to listen and be non judgmental and simply provide space for her to share. Forget about the survey, focus on her and your relationship

14. GirlBossanova934974July 23,2024 at 1:21PM UTC

    I wouldn't want anything to do with working for this company! All these surveys have a bad tendency of ending up in the wrong hands and the unhappy employee in question being marched out the front door! This manager should be meeting with her direct reports a lot more often than every 90 days. The conversations should be kept private and verbal unless there are serious performance issues.

15. AnonymousJuly 23,2024 at 4:14PM UTC

    We work virtually and I am connecting almost every day with each person. Three times a week, it's a team meeting and also I meet individually as well. These quarterly 1:1s are intended to discuss goals and wins and set them up for a successful quarter. I can assure you, this person, whomever it is, will not be fired. The entire team is high performing so there are no grounds.

16. GirlBossanova934974July 24,2024 at 5:29PM UTC

    Sorry. Seen too many of these "confidential surveys" magically end up in the wrong hands. Best practice to avoid problems down the road is NOT to create to create them in the first place. if one wants to run 360 feedback surveys, that is best done by an independent HR department or outside organization. Any cozy relationships between HR and non HR management is a bad thing.

17. AnonymousJuly 23,2024 at 4:24PM UTC

    There is an opportunity to share comments on each question, but this comment was not tied to a specific question. It was in response to "What has either improved or worsened in the 30 days?" However she did mark strongly disagree to the question, "I have an effective working relationship with my manager?"

18. AnonymousJuly 23,2024 at 4:26PM UTC

    Be direct, ask this person for a specific situation that made them shift the way they felt. Even as a manager you can take feedback from below. While you may not change how you behave take it to heart that you are failing this person as a manager and they might need something different. You can give them an option to change depts perhaps or even help them to leave the company (quietly and privately) if they so choose because they no longer want to work for you. Letting go as a manager is sometimes the hardest thing but could be good for you too if they are no longer a fit. Their displeasure could leach out onto others if you don't get it fixed up. Be sure you make it a priority to handle this. Also it seems to me that so many surveys may be a bit offputting to some. Maybe shift to once per quarter and then come up with a plan and list of what to change and fix based upon the feedback.

19. AnonymousJuly 23,2024 at 6:52PM UTC

    UGH I hate the thought that I am failing someone. I've always taken pride in how I am as a leader for this segment and in the company. I can't go to the person, I truly don't know who it is. And I do solicit feedback regularly.

    In our regular meetings, everyone is engaged. In the quick Zooms I have (with just one person) things seem fine. That's why this has thrown me.

    We work virtually and I've been to take some to lunch when personal travels take me to their location. These folks have mentioned how much they appreciate having face to face time.

20. AnonymousJuly 24,2024 at 3:37PM UTC

    I am the writer above and I wouldn't beat yourself up too much about the fail comment. IT will make you a better manager if you figure out how to turn this around. It is the other persons behavior that you have to work through and getting a good workaround to help them to grow and improve will make you better too. Not every situation turns around the same, try a different approach with this one person. You got this sister!

21. AnonymousJuly 23,2024 at 7:17PM UTC

    In your 1:1 meetings, ask your employees for feedback, in a way that is non-threatening. What can I do to make your job easier? Is there anything I can do to help you? Then make a promise, write it down. Next 1:1, revisit the agreement. It's how you see change. It could be an unrealistic change. It sounds like the feedback is you are asking others who said what? This should be confidential and a safe zone. Sounds like you have an employee that no longer trusts you. People talk. So if you were poking around asking who said what, that probably got out or maybe something you said gave the employee that impression. If you are not being talked about you are not relevant. So that's a good sign, I guess. We never see change here. Same conversation, different days. Hope things turn around for you and your team!

22. AnonymousJuly 24,2024 at 3:15PM UTC

    Thanks for your ideas. I have said I'm not perfect and want to do this better... Your point about people talking is a good one. I'll remain positive with the team and focus on what could be better and follow up as I can.

23. AnonymousJuly 24,2024 at 6:52PM UTC

    Good for you. Clearly you care about being a good manager and this feedback is a gift. Though the whole process created an unfriendly environment in my opinion. But you can learn to work well in it and don’t focus on who because it’s not just one person who views you that way. So take the feedback and move on don’t be manipulated by worrying about the approval of others. Keep to your own standards and you will be just fine.

24. AnonymousJuly 23,2024 at 8:54PM UTC

    My organization used to do employee satisfaction surveys quarterly, which left little time to interpret the feedback, make action plans, operationalize a plan, thus see any change.

    I suspect the employee(s) resent investing time in surveys without any visible action to the feedback.

    in addition to regular 1:1 meetings I suggest a team check in at regular intervals, and you need to discuss the results of the frequent surveys and what is being worked on.

25. BarbaraJuly 24,2024 at 1:54PM UTC

    exactly. I hate these dumb surveys. They expose and create targets instead of creating effective change. It’s a place of work not a place for therapy.

26. AnonymousJuly 24,2024 at 3:13PM UTC

    Thank you. I do meet with each person on a regular basis and with the team to discuss projects and such. Appreciate your insights. It's troubling that it is one person who is upset so I wonder if there are other things going on.

27. AnonymousJuly 24,2024 at 1:44AM UTC

    This is why I don’t trust or do surveys…your response is probably what that person replied as they did.

28. AnonymousJuly 24,2024 at 3:11PM UTC

    Thank you. The other surveys were fine so I'm trying to not let it destroy my confidence and move on... I offered a conversation with HR or to go to HR if that feels more comfortable.

29. AnonymousJuly 24,2024 at 3:49PM UTC

    The other team members may feel the same way and just don't want to mention it.

30. Colleen HansonJuly 25,2024 at 2:49PM UTC

    I agree, especially if there are constant meetings trying to find out who has said what about management. Clearly they do not feel "safe" or like their comments are anonymous if this is going on!

31. AnonymousJuly 24,2024 at 6:06PM UTC

    How did you arrive at the conclusion that she is manipulating her team to make herself look better? From her description, she has no idea why this person is saying what she is saying. The feedback is meaningless without specifics. I read this differently- probably because I've been a manager-- she's just trying to figure out what she is allegedly doing wrong.

32. BarbaraJuly 24,2024 at 6:49PM UTC

    I’m a manager too and the feedback speaks for itself. One person bringing this up means they have support for this impression. Clearly there is a lack of trust and a gotcha environment. It doesn’t seem like the company has an effective way of dealing with the feedback and the manager is left feeling befuddled.

33. Sue Gordon- retired Career CoachJuly 24,2024 at 6:08PM UTC

    All you can do is provide a reply that is shared with the person, and ask for more details to help you understand why they don't feel comfortable- as written, it sounds like you have no idea. If that's the case, ask for specifics so you can improve. There is nothing worse than feedback without an example of what you did wrong. Good luck.

34. AnonymousJuly 24,2024 at 8:53PM UTC

    IMO, first wondering if that cadence allows for change to be explored and implimented. What is the ROI on such a quick amount of time inbetween employee surveys. Hard to see the value of this. It, IMO, allows for too much feeling targeted with follow up, instead of looking for common indicators that would benefit the whole and not just drilling into the individual.

35. Liz MilneJuly 24,2024 at 11:12PM UTC

    I find it hard to understand how in such a relatively small team it's not clear which team member isn't happy? Unless they're an Oscar-worthy actor, there's got to be something in their demeanour showing that they're not on top of the world...

    I'd also be wary about trying to work who said what if it's meant to be anonymous - instead, take on board *what* they've said, rather than try and find out *who* said it, see if things improve for the next round...

36. AnonymousJuly 25,2024 at 12:49AM UTC

    Do you meet with them monthly for the reason your employee says? If not, you should explain why you meet with this frequency .

37. AnonymousJuly 25,2024 at 12:52PM UTC

    For the love of God, don't respond. This person has shared that they feel like they can't be honest because every time they do something, they try to figure out who said what instead of responding to what's being said. This time, try something different, don't try and figure out who said this, because clearly your behavior of trying to identify who is giving what feedback is making someone uncomfortable. Don't go ahead and validate their feelings by repeating this pattern.

38. Amy LandersJuly 25,2024 at 1:35PM UTC

    I find that the open door policy means if you come in this door, you go out that door. That's why I personally don't feel comfortable going to supervisors. Look up how to deal with employees in survival mode and keep an eye out for bullying. If bullying is happening, come to their defence quickly. This is the only way to gain trust back.

39. AnonymousJuly 25,2024 at 1:56PM UTC

    Ok. Learn from my mistake. These reviews are supposed to be anonymous. Going out of your way to find out who posted that can be considered workplace intimidation. If you go out of your way to find this employee anything you do will be considered against you and you more than likely will loose your job with the reason "retaliation" - in my case someone reported something I said about my outside of work partner that I had permission to say - an anecdote that was designed to help my employees deal with imposter syndrome- and I was deeply upset that someone didn't trust me to tell me directly. With 7 employees it was obvious it was one or two people. Because I told each one of them I was upset that someone couldn't come to me directly, the org used that to oust me. I realize that the mistake was mine because I was only thinking of my own hurt feelings at the time. It sounds to me like you are so concerned about your image that you are missing the mark with your employees. If you share something just with the one employee the org can be sued, because those reviews are communicated as anonymous.

    So. My advice? Suck it up, only address the whole group, and dont have secrets with individual employees. Going down this route to try to find someone out is not you being a good boss. At some point someone gave you/the organization feedback and you did not listen or worse were never told. Use this to improve you. Address the whole team in a way that expresses how you understand that there's a power imbalance and that while you are always open to people coming to you directly, you understand that and that you are committed to having a non toxic culture. Then STOP trying to suss out who said what every time there's a review.

40. AnonymousJuly 25,2024 at 3:02PM UTC

    Something that really surprises me in what you share here if I understood correctly is that you meet with your team members individually only quarterly? It may depend on the company and roles, but I manage a team of 7 people and meet with them individually weekly. I don't micro-manage by any means, but this gives us the opportunity to connect (both professionally and personally), brainstorm, talk about their career and leaves an open door for any feedback too so that there are usually no surprises in surveys.

41. Madam anon663July 26,2024 at 9:43AM UTC

    I would feel worse if I knew my manager was actively trying to figure out who said what, and would never give honest feedback again. And would be actively looking for another job if I felt I would be singled out.

42. AnonymousJuly 27,2024 at 5:36AM UTC

    It is not advisable to seek the owner of the opinions if it is an anonymous and confidential survey. Take it in stride and make changes, if they can be accommodated and are genuinely acceptable.

43. AnonymousJuly 31,2024 at 11:13AM UTC

    Unless the employees are told up front, you are not supposed to know who answered each survey.

    Every 6 weeks is insane. We started out quarterly and even that was too often. We do them every 6 months now and it is much better.

    The absolute worst thing you can do is single a person out for answering a question. You do not get to decide if a person is comfortable talking to you.

    We get an overall score on each of our questions. Each comment is put into the system and a Chat AI summarizes them for the supervisors to look at.

    We get together with each group and go over the results. We discuss what the goals are vs what our scores reflect. Without calling anyone out, the offer is open to discuss results one on one if anyone has further questions. We still do not get into individual comments to prevent anyone from figuring out who said something.

    While writing and speaking styles typically let us know who said something, we still can not use that as any reason to retaliate against the employee. All you do when confronting them (even if it is to help yourself), is prevent them from being honest in the first place. Before you know it, silent quitting starts happening.

    We also do anonymous feedback sessions with every employee. This is done by HR for specific questions about their supervisors. My feedback was exactly what I expected the first time. HR then works with supervisors to help improve. My feedback was that I let things that I can't control upset me. There was no denying that. I know and I acknowledged that. On calls where I knew where I was going to become upset, I would simply turn my volume down when certain people who pushed my buttons would talk. My scores did a steady rise.

    I don't expect perfect scores every time but I accept full responsibility when they aren't. I am thankful for a team that will call me out face to face if I say or do something they do not understand or agree with. I would rather be uncomfortable with the truth than be blissfully ignorant with a lie.