It’s entirely normal for questions to arise when an engagement survey coincides with a change in management:
How will employees interpret questions about their manager relationship?
Is this the right time to run a survey?
This kind of context isn’t a barrier - it’s an opportunity to open up dialogue about current needs and future expectations.
The goal isn’t to evaluate the past or a manager’s performance, but to gather meaningful insights that can help adapt the management approach and build stronger collaboration.
Reminder
Questions about the immediate manager are designed to shed light on:
Employees’ current perception of the management framework they experience
Their expectations and preferences regarding their manager relationship
The support needs to be addressed in the coming months
Our Tips and Best Practices for Navigating This Type of Situation
1. Clarify the Purpose of the Survey
Clear communication up front helps prevent misunderstandings:
Explain that the questions related to the manager aim to understand the immediate support environment.
Emphasize that they help identify what will enable successful collaboration in the coming months — whether a manager is already in place, acting temporarily, or yet to come.
Suggested message for your internal communications:
"Some questions refer to your current management context. The goal is not to evaluate a person, but to better understand what you need to work effectively with a manager - whoever they may be."
2. Engage Current Managers or Their Superiors
Managers or their superiors can play a key role in building trust and providing context for the survey.
New Manager | Encourage employees to respond based on their first impressions and what they’ve experienced so far during the transition. It’s normal if they don’t yet have the full picture. |
Interim Manager | Clarify that responses should reflect the current situation and help identify short-term support needs. |
Vacant Position | Invite employees to share how clear and supported they feel during this period. Also, encourage them to respond based on their expectations for the incoming manager. |
3. Encourage Qualitative Comments
Comments help provide context, add nuance to certain answers, and reduce the gap between what was intended and how it’s interpreted.
They also help pinpoint the current needs for support and communication that would benefit from quick attention.
4. Interpret Results with a Forward-Looking Lens
Responses related to the immediate manager should be read as a snapshot of the team’s current needs.
Even in a temporary context, the support perceived has a direct impact on day-to-day experience - and lack of clarity can lead to lasting tension.
These results should be seen as a tool to prepare the ground and foster collaboration that aligns with real needs.
In Summary
Regardless of the management situation, this is a springboard to:
Identify areas of confusion or discomfort
Understand the dynamics that foster collaboration
Adjust the management style accordingly
Put in place concrete actions with real impact
Build and maintain a relationship of trust