This blog breaks down those areas where managers have greatest impact, and explores how this affects different aspects of business.
In recent years, re warding and recognizing staff has also come to be recognized as an important element of management. A shift in talent management practices and the growth of Millennials in the workplace has seen focus move to coaching and continual feedback, with the offer of a clear incentive or pathway essential to maintain motivation levels.
Building and supporting a strong and well-executed performance management culture is one of the key areas in which a manager can impact on business results. A well designed system allows for regular meetings between manager and employee, offering a platform for assigning clear, measurable performance objectives as well as an opportunity for mentoring. Yet despite the supporting evidence, research shows many managers are failing to deliver on their responsibilities:.
The answer lies in a move towards agile performance management processes , rather than structured annual reviews alone.
Regular appraisals allow not only for easier identification of underperformance, but also the celebration of success, and a reassurance for the employee that there is an obvious route to personal growth and development within the organization. In assessing this analysis, the Harvard Business Review cites two additional behaviors which impact both employee engagement and performance levels within the business. The first of these is, unsurprisingly, communication.
Gallup studies have report a strong link between consistent managerial communication with higher engagement levels, with those combining face-to-face, phone and communication tools seeing the best results.
Investment into soft skills training, combined with effective internal communication tools such as social networks or intranet platforms , can support managers in overcoming barriers to communication. An interpersonal coaching approach to leadership also yields positive feedback, with those who feel that their manager is invested in them as a person more likely to feel engaged. Managers who can appreciate that each team member is different, and understand how best to deal with each individual personality, are crucial to fostering a culture of engagement across the team.
A strengths-based culture allows team members to learn more quickly and produce a greater quality and quantity of work, allowing staff to use the best of their natural talents. Whilst the characteristics of substandard managers can be wide-ranging, from poor communication to lack of integrity or courage, the effects of these can be extremely damaging to morale and productivity.
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In fact, poor management not only affects employee productivity , but can also have indirect consequences for workplace innovation and the ability to adapt to changing business conditions. One of the direct impacts of bad management can be worker stress, which could be triggered by instances a strained relationship with a supervisor or an unmanageable workload.
It is widely accepted that a majority of engaged, productive staff achieve a healthy work-life balance ; however, stress at work can carry over to misery or dread at home, resulting in an emotionally-drained employee who is most likely unhappy in their job.
Confusion or lack of understanding is likely to lead the team member to misinterpret what has been asked of them, diminishing their own work performance and breeding resentment. Resentment and blame culture are toxic to morale and therefore productivity, resulting in a less energetic workforce who care less about their quality or work and their overall operative level. Given that managers are responsible for an individual organizational department, any drop in efficiency or productivity could have potentially disastrous implications for business performance overall.
see We hope this set of potential actions clustered by leadership engagement, retention and advancement, hiring, and ecosystem support provides ideas and a jumping off point for conversations within your team or organization on steps that you can take to increase diversity and to make your workforce more reflective of the communities you serve, customers you sell to, and talent pools you draw from. The following is a summary of the actions you can take. Regardless of who owns the tactics and execution, visible and deliberate leadership engagement is necessary in order to provide any efforts the best chance of success.
Further, anyone who manages others must be responsible for inclusion. Leadership engagement sends a strong message to potential candidates and current team members. Further, there are ways that only a senior leader can amplify an initiative and motivate a team or workforce that are valuable when change management is required, as it often is with this work.
Background: Often diversity is assumed to be a recruitment issue, yet when retention and advancement data are examined, it becomes clear that people from different backgrounds are staying on and moving up at different rates within an organization. This may indicate a culture that could evolve to be more inclusive, a set of policies and practices that inadvertently favor one subgroup over another, or other issues.
The workforce itself may be a valuable source of insights into patterns. While recruitment can initially appear to be more high impact as a focus area when attempting to impact diversity, those efforts will be wasted if individuals cannot be effectively retained and advanced. Equity work can be challenging and draining, and creating allies within an organization and across aligned organizations can provide opportunities for visibility and camaraderie to individuals leading the charge internally.
This type of community building can be critical in sustaining individuals, efforts, and change. The following is an extended version of the above summary.
You can also download the below as a PDF. Recommended steps include:. Often diversity is assumed to be a recruitment issue, yet when retention and advancement data are examined, it becomes clear that people from different backgrounds are staying on and moving up at different rates within an organization.