A question to ask yourself before you go in -
What elements that you dislike were clear in the interview process? For example, did you know your primrary responsibility would be documentation?
What elements that you dislike may be temporary - for example, are you writing documentation until the next release gets going and then you'll do something else?
What are cultural issues that may not change no matter where you work - collaborative style may be one of these.
What are cases where neither you, nor the manager would have known that there was a mismatch? Being bored strikes me a likely case.
In all cases, I'd advise you to talk to your direct manager, and then escalate to the super boss, and then HR (in that order) if it doesn't seem to matter to your first manager. But, how you approach the conversation is key. In all cases, you want to be ready with your own ideas for solving the problem and an understanding that they may have other information an ideas...
Here's some examples based on the answers to the questions above:
- Job is different than described in interview - "I am glad to stretch my role for the team, but this isn't what I understood the job to be in the interview. It was described as X, and I have done no X and a LOT of Y, this isn't my career focus. I'd like to do X, and it looks like there are opportunities to help with X over here - would it be possible to consider a transition?"
- Temporary reassignment to something you don't like - "I understand you need help with X and that's not really what I signed up for. I'm glad to help out for a short time, but can you give me a clear picture on when I can return to the work I prefer? To be honest, I won't remain happy here if I keep doing this work for more than n months"
- Cultural issues - "I see we don't do X (brainstorming, collaboration) - I've found it to be really valuable because... - would it be OK if I tried to get the team going with X by doing these things....?"
- Skill mismatch - "How do you think I'm doing with this work?" Be ready for good OR bad feedback. If the feedback is bad, your challenge is addressing the issue, and it's unlikely that you will get different work until you can address the issues in the current work. But if the answer is "you do a great job!" then it's a good time to say - "how about if I take on this new challenge??" - and have one in mind. Sometimes for grunt work that no one likes, the best next challenge is to automate or simplify it, so the work is minimized and spread around more easily.
Unless you have a reason not to trust your direct management, I'd start there. You reiterate to upper management when they ask, if no changes are addressed, but it's a kindness to you manager who most controls you work assignments to give them the heads up first. In all cases, they WILL hear about it, so if they don't hear from you, the conversation will be "why didn't you tell me?" instead of focusing on fixing the problem.
There's one exception - if you have GREAT repore with the senior management and poor repore with your direct managetment, you can take the route of bouncing ideas off senior management on how to talk to your nearest management... but that requires a LOT of trust that you have a mentoring relationship, instead of the traditional heirarchial connection.
Addition - team mission
@Modest had a great question - when saying "I don't really like X", what are the ramifications when your boss also does X?
For me, this comes down to team awareness. The key is - does your team exist, primarily, because of the need to do X? For example, if you are the documentation team, and X=write documentation - then your team would not exist if there was no need for documentation, and when your team does things that are NOT part of the creation of documentation, you've gotten distracted.
OTOH - if you are designing a tool, and documentation is a necessarily evil - then it's as if this sort of "X" is a tithe on your time. If you stopped writing documentation because you either automated it entirely, or it stopped being useful, you wouldn't loose your mission, you'd actually be more efficient at your mission, cause you'd have that documentation-writing time available. Your boss may still be writing documentation, in fact, many bosses will take less-critical work, becuase it works well in balance with the rest of the team needs while more mission-critical work can be done more efficiently by individual contributors.
So... before you have a conversation of not liking X with your X-doing boss, figure out which of these two stereotypes your team fits. You'll want a different tact for the two cases...
Case 1 - you have joined the wrong team. The team exists for X and you hate doing it. While it's still good team-playing to make X more efficient, in the end, you may NEVER be happy doing it, because you simply don't like this work. You have more leverage if you were originally promised a different role, but even if this is what you signed up for and you hate it, it's time to talk about how you could change teams. In this case, it's OK if your boss loves X and you hate X - you are not the right guy for this team. Realizing it and taking steps to find a better fit position is fair and it's better to have the conversation with both your boss and your boss' boss than to simply become unproductive.
Case 2 - X is a tithe on a team that does Y - you have a good case for being a hero in proposing that your team finds a way to do less X and more Y. It's unlikely that X is anyone's favorite thing - and even if your boss loves X, the mission is Y and helping do more Y should be well received. Just take it from the prospective of a proposal for answering the need that X fills while making the work easier/faster/less annoying - and not whining and simply trying to avoid it. However, knowing that your boss does it raises the flag that you want to speak carefully about X. Keep your opinions about X to a factual/strategic point (X is not our success condition) and avoid personal opinions about how useless, lame, unchallenging or otherwise moronic X may be.