![]() ![]() It gives executives and HR leaders great comfort and confidence to apply an approach that collects far more data from more sources. Said Carroll: “Feedback from one person was, and still is, seen as too subjective. Receiving feedback from reports provides greater insights into your leadership skills.” Getting feedback from peers allows you to better assess how well you work with others and how effective your communication skills are. “This provides different perspectives from people who work with you in different capacities. ![]() “Rather than just receiving one top-down opinion of your performance, 360s give employees the opportunity to get feedback from their manager, peers and reports,” said Steffen Maier, a co-founder of Impraise, which sells Web-based and mobile workplace performance products. Having peers and underlings-as well as supervisors-comment on an employee’s work can provide a broad view of performance and take some of the subjectivity out of a single supervisor’s evaluation. In some cases, the criticism was copied directly into their performance reviews.” “Many others … described feeling sabotaged by negative comments from unidentified colleagues with whom they could not argue. “They described making quiet pacts with colleagues to bury the same person at once, or to praise one another lavishly,” The Times wrote. Bosses know who sends the comments, but the subjects of the remarks don’t.Įmployees told the newspaper that the tool is frequently used to sabotage others and has created “a river of intrigue and scheming.” “I think Amazon’s emphasis on results at the expense of people led to the lack of integrity that resulted from this use of feedback.”Īmazon was harshly criticized following a recent New York Times article that described, among other things, the online retail giant’s “Anytime Feedback Tool,” which allows employees to send praise or criticism about colleagues to managers. “I think the poster child for such a toxic culture has most recently been Amazon,” said Anna Carroll, an independent consultant to executives and author of The Feedback Imperative: How to Give Everyday Feedback to Speed Up Your Team’s Success (River Grove Books, 2014). And typically, anonymity tends to be baked into the process to encourage participants to be frank.īut such reviews have their downsides, organizations have discovered, not the least of which is that they can allow ill-intentioned employees to anonymously slam colleagues they may not like, may want to harm professionally or may feel competitive with. Typically, such reviews ask colleagues, direct reports, managers and even customers to evaluate an employee. Only that’s not just Amazon, it’s how 21st-century capitalism is done.The 360-degree feedback review has evolved, especially among big corporations, as a way to encourage candid, well-rounded assessments of workers and to experiment with a more objective-even “scientific”-approach to managing performance. ![]() “It’s that Amazon treats the humans in the warehouses as fungible units of pick-and-pack potential. “At the end of the day, the big problem isn’t the specifics of Covid-19 response,” Bray said. The chief executive officer, Jeff Bezos, who was already the richest man in the world, has personally seen his fortune swell by $13bn this month to $145bn. Bray also cited activism among warehouse workers themselves, including actions from Courtney Bowden, Gerald Bryson, Bashir Mohammed and Chris Smalls – all of whom were fired after organizing.Ī leaked memo obtained by Vice News showed how an Amazon executive denigrated Smalls, who had helped organize an action at a Staten Island, New York, warehouse, labeling him as “not smart or articulate” in a meeting with Jeff Bezos.Īmazon did not respond to a request for comment, but previously cited violations of internal policies as reasons for dismissing these employees.Īmazon made more than $33m per hour in the first three months of the year, according to earnings reports last week, boosted by consumers on lockdown ordering supplies to be delivered to home. ![]()
0 Comments
Leave a Reply. |