{ "media_type": "text", "post_content": "Is upward feedback taken seriously at the firm? I will be putting my notice in soon and want to provide some upward feedback about my Director. Partners, please provide your thoughts.", "post_id": "5b9a9150bd9cda0018bfe57d", "reply_count": 13, "vote_count": 0, "bowl_id": "5902937c77e26a00105a5bd9", "bowl_name": "Partner One", "feed_type": "bowl" }

Is upward feedback taken seriously at the firm? I will be putting my notice in soon and want to provide some upward feedback about my Director. Partners, please provide your thoughts.

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Hahaha, upward feedback is a joke. It’s an ameliorate to make us all feel better as we toil to keep the partner retirement benefit alive. The partner I work for has straight out said that he doesn’t really care.

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People don’t usually quit a company - they quit the people they work for. I know my firm values upward feedback although ideally well before someone is quitting so something can be done about it. Regardless, exit interviews are important and reasons for leaving are documented, trended and evaluated. If you feel like you can provide constructive and valuable feedback then go for it!

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So you want to leave the firm a steaming person-specific turd? Depending on where you are going, you may need those relationships in the future....

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I’m seconding to the UK firm and it’s refreshing to see how well they take the upward feedback here

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I wish it was taken more seriously. I always value the feedback. How about constructively providing the feedback directly? If the Director is worthy of being a Partner, they will listen and seek to understand. If done right, it could strengthen a bridge, not burn it

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Yeah it seems like alot of gripe is targeted towards PwC US partners. Honestly I'm not surprised. Leaving here but not going to say anything, Would rather they keep making the same mistakes it's how I'm getting back at them. Why would I give feedback for them to improve?HA

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That is feedback the managing partner needs to hear

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Op - there’s nothing in it for you except downside and very short term satisfaction only. Best to just leave quietly and keep it to yourself. The world is small and you may see these people again

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Huron 1 makes a good point. The key is provide that feedback before you leave. Once you say your leaving no one cares.

I am looking to provide very constructive feedback. For example, don’t commit something to the client and then have your people stay up all night and weekends (for weeks and months) to make that come true. Either bring in more people or shift priorities. The Director is burning the team out.

I take it very seriously as do all my peers I know, and our comp and promotions are dependent on it, so I don’t know where those guys who don’t care work.

Partner 1. Good point and thanks for sharing. If you work at EY then could you share the mechanism by which this is measured? Please note I am not trying to call out anyone or say that you and other PPED don’t want feedback. It is just my experience is the past 8-10 years at the firm that there is no mechanism in place to formally provide that feedback. The Global Pulse survey is great and satisfies the specific for overall feedback to the firm but it does not go to the specifics on Partner feedback. I am asking because as a Sr Manager I really have no knowledge of anything like that and I have told my teams and others that there is no formal, measurable metrics for 360 feedback to a partner. Any insight would be greatly appreciated

Upward feedback matters if you stay and want to be part of solution. No one cares about feedback when you are out, it will simply burn a bridge with whomever you are complaining about

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