Performance Feedback Culture Study Key Informant Questionnaire

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1 Performance Feedback Culture Study Key Informant Questionnaire Your company is participating in a multi-company study of performance feedback culture that is being conducted by the Center for Effective Organizations at the University of Southern California (USC). The study will help you better understand what makes for an effective performance feedback culture one that best meets the needs of both employees and the organization. Each unit participating in the study will provide the research team one completed Key Informant Questionnaire from a senior business or human resource leader. The survey will take about 10 minutes to complete. This survey focuses on the practices your company uses that are relevant to a performance feedback culture in other words, what the company actually does. This survey complements the surveys of a sample of employees and managers in your organization. Unlike the employee and manager questionnaires, this questionnaire asks for your contact information. We do this so that we can follow up with you if we have any questions about the materials that you provide. You are requested to complete this questionnaire on behalf of the following unit: Company Unit/Department Your name Your title Your phone Your address Contact: Please contact Alice Yee Mark at CEO (amark@marshall.usc.edu or ) if you have any questions about the survey or why you are being asked to complete it. In addition, Alice will be the person who will collect copies of materials you send to the research team (if any). Please keep in mind that throughout this questionnaire, your organization refers to the business unit or department that is indicated above. 1

2 Section A. Organizational Practices Relevant to Performance Feedback Culture Communication How do you communicate to managers the importance of providing honest, effective performance feedback to employees? Please select all that apply. Written message (memo, , etc.) from business executives about the organization s expectations of managers Written message (memo, , etc.) from HR about expectations of managers Reminder on appropriate manager performance feedback style when it is time for performance reviews Internal web site information about expectations for manager feedback behavior Manual or other written materials describing expectations for manager feedback behavior Modeling good feedback behavior by senior executives of the organization Please provide copies of any of these communications that you can share. How likely is it that the typical manager in your organization who gives performance feedback has received one or more of the communications listed above indicating that he or she is expected to deliver regular, honest, effective performance feedback to subordinates? Training How does your organization train managers to provide honest, effective performance feedback to employees? Please select all that apply. Formal classroom training lecture Formal classroom training focused on practicing behaviors Formal classroom training focused on difficult situations they may encounter Off-site vendor training programs Self-paced, web-based training Reading material provided to managers to learn about providing honest and effective feedback Please provide any examples of training programs that you can share. 2

3 Approximately what percentage of your managers have received training on how to provide honest and effective performance feedback to subordinates? 1-10% 11-33% 34-66% 67-90% % Approximately what percentage of your managers would you estimate have the skills needed to provide honest and effective performance feedback to subordinates? Here we are not asking whether they actually provide such feedback, only whether they are skilled enough to do so. 1-10% 11-33% 34-66% 67-90% % Monitoring How does your organization monitor whether managers are delivering honest, effective performance feedback to their subordinates? Please select all that apply. The manager s manager is responsible for monitoring his or her feedback behavior Surveys (such as pulse surveys) of employees to track manager performance feedback behavior Performance management technology is used to track whether performance reviews/conversations are being conducted in a timely fashion HR tracks and responds to employee complaints about manager feedback Employees provide ratings or other data to their managers about the quality of the manager s feedback How likely is it that senior managers in the organization would know if a manager was not delivering honest and effective performance feedback to his or her subordinates? How likely is it that someone in the HR function would know if a manager was not delivering honest and effective performance feedback to his or her subordinates? 3

4 Rewarding Which of the following are used to reward managers who provide honest and effective performance feedback to subordinates? Please select all that apply. Formal recognition Higher salary increase Higher bonus Higher long-term incentive (such as equity awards) Promotion opportunities How likely is it that a manager who routinely provides honest and effective performance feedback to subordinates will be rewarded for doing so by any means including recognition, pay increase, bonus, promotion, etc.? How likely is it that a manager who routinely fails to provide honest and effective performance feedback will receive fewer rewards of any kind including recognition, pay increase, bonus, promotion, etc.? If you have any reward programs that specifically reward managers for providing honest and effective performance feedback, please provide materials about the program. Hiring and Promoting Managers When your organization is hiring new managers or promoting employees to a management role, how important in your hiring / promotion criteria is the ability of the candidate to engage in honest, effective performance conversations with employees? Not important Slightly important Moderately important Very important Among the most important 4

5 How do you assess a candidate s ability to engage in honest, effective performance conversations with employees, if at all? Select all that apply. Note that we are asking whether you use the technique and it tells you about the manager s feedback behavior, not simply whether you use the technique. Rating by interviewer Reference checks Formal test of management skills, such as a paper and pencil test (please indicate the test) Assessment center or other simulation Of new managers hired by the organization or promoted from within to a management role during the past two years, how likely is it that they would be willing and able to deliver regular, honest, effective performance feedback to subordinates? Overall Assessment of Practices In your view, how effective do you consider each of the following types of practices to be in creating a high quality performance feedback culture in your organization? Very Ineffective Somewhat Ineffective Neither Effective nor Ineffective Somewhat Effective Very Effective Communicating with managers Training managers Monitoring managers Rewarding managers Hiring and promoting the right kind of managers In your view, to what extent should your organization attempt to improve its practices in each area for creating a high quality performance feedback culture? Little or No Some Moderate Great Very Great Communicating with managers Training managers Monitoring managers Rewarding managers Hiring and promoting the right kind of managers 5

6 Section B. Performance Management Process Please indicate which of the following are part of your current performance management process. Select all that apply. Ongoing feedback (employees receive performance feedback four or more times per year) Ratingless appraisal (no letter or number grades for performance) 360 degree feedback used for development 360 degree feedback used for assessing performance Crowd-sourced feedback (use of social media for performance feedback) Calibration (determination of performance level and rewards for large groups of employees to ensure common standards for performance and rewards) Reviews of team or unit performance Goals that are cascaded from organizational to the executive level to the individual level How many times per year in your organization do employees typically receive performance feedback from their manager? Here we are asking how many times managers actually deliver feedback, not how many times they should. How many points are there on the rating scale that is used to assess employee performance? (If you use a ratingless approach, put 0 ). Which of the following do managers often use to assess employee performance? Select all that apply. Performance against objective quantitative standards, such as sales targets Performance against both quantitative and qualitative goals Progress against developmental objectives Employee competencies How are individual rewards for performance determined in your organization? (Select the most typical method). Decision is left to the immediate manager within budget constraints Decision is made in calibration meetings concerning large groups of employees Decision is made using a combination of manager decisions and calibration meetings We do not reward individual performance 6

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