Has anyone used Engagement scores of direct reports to drive Manager's development?

How has this worked? Currently, the process is not sufficiently reflecting reality on the floor with very high scores. Would like to know if this is a common thread with other companies. Thanks!

Yes, I have seen this happen a lot. In many ways, it is one of the most common uses of engagement results.

Engagement results help with manager development in a couple ways:

  1. First, they create a sense of need. Results can demonstrate that certain management behaviors are impacting retention or motivation and ultimately affecting the team’s performance.

  2. Second, they help create focus. You want to determine what specific type of manager development is needed. There’s a lot of things managers can do to be better, but which will be the most worthwhile?

  3. Lastly, they give managers the feedback that they might not otherwise have. In general, most of us assess our skills as above average in most domains. Most of us think we are better drivers than average, smarter than average, and even better stock traders. It’s only when we are confronted with some feedback from a trusted source, like employee feedback, that we start to see all the potential room for improvement.

Take, for instance, this item from Culture Amp’s engagement template: “My manager gives me useful feedback on how well I am performing.” Unfavorable responses on this question can prompt managers into a number of really useful discussions.

Armed with this self-knowledge, managers can do a number of things to improve:

  • Have one-on-one discussions with their team members about what useful feedback looks like to them
  • Hold team discussions about creating a culture of feedback
  • Connect with other managers who have high scores in this area to learn their techniques
  • Get expert coaching on how to deliver useful feedback
  • Attend training on feedback and coaching skills

Often times I have seen the cadence look like this:

  1. Begin with an Engagement Survey to get a baseline, gather feedback, create a sense of need, and determine focus

  2. Share the results with managers along with a learning experience that relates directly to the manager behaviors found in the survey

  3. Follow up on the learning experience with peer and/or expert coaching so they can apply their learning in the real-world and make sure the learning sticks

Hope this helps!