Chapter 1: The Unexpected Silence

It was just another day in the corporate world.

James, my HR Director, was clearly agitated. I know his cues well; he goes completely silent when he's upset. This morning, he entered my office without knocking or exchanging pleasantries, plopping down in the chair opposite me with his arms crossed.

I was in the middle of addressing an urgent client email and didn’t acknowledge him right away. The tension in the air was palpable, and I could sense his frustration. We sat there in silence for five long minutes until I finished my task.

“Alright, what’s got you riled up this time?” I asked, finally turning my attention to him.

With a glare that could pierce steel, he replied, “YOU.” That was the trigger for his 360 feedback session.

I pulled my gaze away from my laptop, meeting his furious expression, and realized he was poised for a confrontation. I rifled through my memories for any recent interactions that might have caused this, but came up blank.

In an effort to diffuse the situation, I urged, “Just tell me what’s bothering you. I’m all ears.”

James remained resolute, as unyielding as a statue, arms still crossed. The clouds of frustration loomed heavy above him. I pressed on, “I don’t do well with silence. If you need my attention, you’ve got it. What’s the deal?”

At last, he mumbled in a rush, “Your Gen Z employees used the 360 review to suggest I’m not doing my job right.”

I couldn’t help but burst into laughter at that. It was just too absurd.

Lunch: The Great Unburdening

To ease the tension, I whisked him away for lunch. Food has a way of calming him down. Luckily, the nearby restaurant was nearly empty due to school holidays, making us feel like VIPs.

“Now, tell me how my team has offended you. It must be something serious,” I encouraged.

He shot me yet another exasperated look. “Absolutely! You need to rein your team in. They claimed I didn’t care about their mental and physical well-being. Seriously?”

That was surprising. “Just so you know, that was in a 360 review aimed at me,” he added.

At that moment, everything clicked into place. In our company, a peculiar policy mandates that all senior managers request 360 reviews from their staff, allowing them to voice their opinions freely.

James elaborated that two Gen Z members of my team had provided unflattering feedback about him. It’s the inherent risk of 360s—you never know what you’ll get. Chocolates or poison?

“One of them accused me of being stingy with the budget and said I didn’t allocate resources for wellness activities. What the…?”

I found that hilarious. I laughed so hard I almost cried.

Budgeting for Wellness

I recalled our management budget session from last December, where we allocated 4% of profits to wellness initiatives. Senior management had engaged in extensive discussions about how to utilize these funds effectively.

A portion was dedicated to supporting working mothers, and we even approved plans for childcare and nursing rooms. We had brainstormed after-hours wellness programs—yoga, massages, and more. There were also plans for pantry renovations, aiming to create a pleasant workspace bathed in natural light.

Yet, despite these efforts, no one seemed to acknowledge James’s contributions. While it’s essential to strive for improvement, we should also recognize how far we’ve come.

“James, you’ve done a commendable job. You’re right to remind them to prioritize their health. We can hire a masseuse, but they also need to show up. It’s on them, not you,” I reassured him.

This seemed to ease his frustration slightly.

The Compensation Conundrum

But the conversation didn’t end there. The issue of compensation fairness was next on the agenda.

James recounted how a team member claimed that nothing had been done to balance the pay between sales and operational teams. “The salespeople earn hefty commissions while we only see a 7% raise. How is that fair?”

I found this troubling. The topic of equitable compensation is a perpetual debate in any organization. Everyone feels underpaid, while others seem overcompensated.

“James, you should clarify via email that the sales team hasn’t received pay raises in five years. We need to advocate for our commissions if we want higher earnings,” I suggested.

He remained silent, but I could tell he was considering my words.

I had more to express, but I paused. He understood my point. Complaints are inevitable, but sometimes it’s crucial to communicate our rationale more effectively. Improvement is a constant journey, but we also have to recognize budget limitations.

The Conclusion

“Care to guess who in your team threw shade at me?” he asked.

I shook my head. “Nope, not interested. That’s confidential. Just keep it to yourself, HR boy.”

He said nothing further, but our lunch conversation lingered in my mind. It prompted me to reflect on the effectiveness of 360 reviews. Are they genuinely beneficial for receiving feedback from all levels within the organization?

You tell me. After all, we can’t control the quality of the feedback we receive.

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The video title is LEAKED RECORDING! Employee QUITS over RIGGED "Performance Review" | #grindreel, showcasing the absurdities of workplace feedback and employee dynamics.