What can I learn from this page?
Manager demographics which are commonly uploaded in preparation for for the Manager Effectiveness Survey
Who is this guide for?
Account Admins, Survey Admins, Survey Creators
When creating a Manager Effectiveness survey, there are additional demographics that you may find valuable when reporting the feedback. Our customers often find it is worth the effort to gather and upload these 'manager' demographics in addition to the standard employee demographics prior to surveying, to facilitate a deeper analysis and offer better guidance for managers themselves.
Potential manager demographics:
Manager Gender: Ideally there is minimal difference in feedback for male and female managers. However, it can be valuable to understand gender differences when it comes to manager capabilities to help assess where training and support is needed.
Manager Age: With an increase in flat organizations where team leads and people managers can be notably younger and less experienced than the people they are leading, understanding differences in rating by manager age can help assess which skills training and guidance is needed for managers to successfully lead a team within your organization.
Manager Tenure: Managing or leading people in a business requires a core set of skills which are measured in the Culture Amp Manager Effectiveness survey. Generally, it takes time and experience to develop those management skills. By including tenure in management role, you can easily assess how experience impacts employee perceptions of manager competence.
High potential: Some organizations may have identified a group of high potential managers who the organization wants to focus on and nurture. If this is the case for your organization, you may want to include this cut of the data as well. It will allow you to look at what unique development opportunities exist for that group of managers.
Attended training: If you have held specific manager training or coaching courses internally it can be useful to look at the ratings of managers who attended those courses versus those that did not. This can help justify the training and highlight potential gaps or failures of knowledge transfer into management practice.