The need for highly skilled managers to boost economic growth has been “dangerously overlooked” for 20 years, according to the Chartered Management Institute (CMI). It says that increases of over 30% in engagement and productivity can be achieved. If we address this issue our businesses stand to thrive.
Invest in training
Investment in management and leadership programmes provides an average 23% increase in performance and a 32% in engagement and productivity according to the CMI. Training and development of managers and supervisors can take various forms.
- Short workshops such as those provided by ACAS
- Qualifications in leadership programmes from Further Education colleges
- Mentorship from more experienced, or perhaps even retired, managers
- Secondment, or simply visits, to suppliers, customers, or other organisations
- Online courses and focussed support groups
- Outdoor development
- Team building events either in a training environment or less formally
Improve recruitment and selection
Selection interviewing is a minefield and employers “tend to give too much weight to the interview and too little to other data” (Daniel Kahneman page 306).
Interviewing may be improved by:
- Planning a structure for the interview
- Competency questions on negotiating skills, for example
- Asking a candidate what they would do in a particular scenario
Other data to consider could include:
- The CV
- Numeracy, critical thinking, and aptitude tests
- References
- In tray exercises
- Asking candidates to present on a relevant topic
- Seeking a written reports by the candidate, again on a relevant topic
- Other assessment centre activities
Define roles and responsibilities
Managers need to know for what it is that they are to be held responsible and to whom. Clear lines of responsibility and accountability assist managers in delivering their responsibilities.
Role ambiguity can be a major source of stress and hence lead to dysfunctionality and poor performance. The organisation chart can be invaluable.
Avoid micro-management. If that seems necessary then you may have the wrong person for the job, they may need more training, or it might be that you have difficulty in “letting go”.
Managers’ job descriptions (if at all) should focus on objectives to be achieved, the measures that may be applied to those objectives and the resources available to them (including the people who will report to them). Lists of duties or tasks are less appropriate to managers, they suggest micro-management.
Instead, I would suggest telling managers what you want to achieve, sanctioning the resources and allowing them to get on with it.
Monitor performance
“Performance management” is a different concept to different people. Some favour regular performance reviews, in an “annual appraisal” for example. My views might not accord with yours.
It is legitimate to monitor performance but from a standpoint of a facilitator rather than as a judge. It is all too easy for performance reviews to become very subjective, negative, and demotivating. Some managers, mindful of this, seek to avoid carrying them out.
But if objectives are set, preferably with some measures along the way, then objectives might be varied as circumstances change, or obstacles identified and the process of resolving them becoming a team exercise.
Embrace 21st Century thinking
Here are some thoughts:
- Encourage non-judgmental feedback from employees, suppliers, customers, and others as may be appropriate.
- Use technology. There is so much out there from time-management tools to AI.
- Allow a work-life balance for managers. Tired managers and supervisors make poor decisions, and they can de-motivate others.
- Accept inclusivity. Unconscious bias can lead us to placing greater value on the opinions of those who share a similar gender, ethnic background, social position, education, hobbies, or interests. Taking on different perspectives can lead to better decision making.
- Seek to avoid top-down management and create a culture where employees and managers at different levels can talk to each other openly.
- Consider flexible working patterns: flexible hours, working from home, hybrid working.
Whether it’s training, selection, roles and responsibilities, performance management, or adopting a 21st-century approach, the team at Employer Solutions is here to assist your SME. By tailoring our services and expertise to the that market, we ensure your business stays ahead in a competitive landscape. Please get in touch to see how we can support your specific needs.
Highly skilled managers will benefit us all, not only our individual enterprises but also the wider economy and standard of living, good luck!
Malcolm Martin FCIPD
Author Human Resource Practice
Blogs are for general guidance and are not an authoritative statement of the law.