While it is important for you to self-evaluate, and to manage your time and effort in the organization, it is important also to have feedback on how others view your performance. Your supervisor is accountable to others for your work, and should be able to give specific, constructive feedback in how you meet your work objectives and what your strengths and weaknesses are. They should be able to advise you on training to overcome gaps in knowledge and skills, and support a program with timelines to address these. Feedback from your supervisor can be done on a annual, obligatory review in writing, but should also be offered informally, or sought by you when you are wish to reflect on a work process or after a project has been completed. Your supervisor should have enough knowledge of your work to be able to support you in supplying the tools, contacts, and guidance for you to work.
Supervisors have access to broader organizational issues, and are required to report on and monitor on the work of a team, so in providing you with feedback they will impart to you some of this perspective in which they view your work. Your supervisor’s feedback will also give you insight on what they see of primary value in the work you do, and the criteria they use to measure your performance. It may reveal the priorities of those they report to. It may indicate biases they have in how they make decisions that affect you. In future, if you are aware of how they track performance, you could track this information for them, or specifically work on these aspects. If you disagree with their assessment, you can influence and track other aspects which you feel are more important, and present this in a future evaluation.
Colleagues who do the same work you do, or who work at a similar level to you in the organization can provide feedback on how they see you contribute to the organization, what your strengths are within the team, can pass on feedback they have heard second-hand, or give a perspective on how your work performance impacts on their work and workload. This information can be used in gauging your place in the organization, and progress you have made since you have arrived. Feedback from those in another area of the organization may be more candid than that you might receive from those who have a direct interest in your work, or who are part of your work team.
Those you supervise can provide feedback on how you can better support them in being productive. Being open to feedback from subordinates will enable you to learn about and adapt your supervisory style to be more effective. I suggest that you request feedback when there is a relationship of trust, as you hold decision-making authority for those you supervise, and candid, professional feedback offered in response to your request should be taken as such, and not personally. The quality of feedback you receive in future depends on your openness and response to what you receive, as employees will not willingly jeopardize a working relationship, and will test your sincerity.
Clients will offer general feedback but you could also ask for specific feedback, or seek to improve services to them, and assess how they respond. Client feedback may be solicited through the unit, or you could request that they pass on specific feedback to your supervisor. If the client is aware that you incorporate their feedback into better service, they will be motivated to provide specific feedback and suggestions. The client relationship can take on the characteristics of an enabling, collaborative partnership rather than that of service provider and recipient. In a partnership relationship, you will enjoy a more strategic role in the organization, and have a greater impact as you will be consulted on how best to solve problems and make decisions. There will be a sharing of risk and reward, with shared responsibility to resolve setbacks and celebration of successes.
In seeking feedback you can ask for it in relation to work objectives, competencies, or in general, how you are satisfying your role in the organization. It is important to cultivate relationships with those who will give you feedback, whether they are obliged to or not, as it demonstrates that you are willing to accept guidance and adapt accordingly. It sends the message that you are mindful of your contribution, and seek to be conscientious in your work. It is also of value to you to be aware of how others perceive you, so you can manage their impressions and expectations accordingly. For those who can provide you with genuinely useful, constructive feedback, you also engage them in keeping you accountable and in investing in your success. If you are seeking a mentor, someone you do not directly report to can take on this role if they are able to give advice and feedback.
From the feedback you receive, you can create or revise your learning plans or establish goals with timelines for improving your performance. You can consider your work objectives for the next cycle or focus your efforts to address immediate shortcomings. If you receive wholly positive feedback, you can plan for the next step, or you might need to consider whether by your own assessment you agree, or whether you see there is room for improvement.
No comments:
Post a Comment