New report reveals leadership development and employee engagement as key business challenges

New report reveals leadership development & employee engagement as key business challenges

There are many obstacles facing businesses today and surprisingly, or not, many of those challenges come from within.  Creating leadership development structures that nurture effective leaders from within a given organisation is one of the biggest challenges businesses will face.

In their 19th annual report, the Roffey Park leadership institute suggests that almost 80% of Human Resource managers polled believe that the cultivation of effective leaders is the single most challenging situation, on a staffing level, within their organisation.

According to the report, the public sector in particular has the least amount of confidence in the leadership and management of their company or organisation.

In fact, just 40% say that their organisation has the kind of leadership development structure that can deliver organisational targets. When compared to the public sector, which stands at 54% confidence, this is a worrying figure.

Of course, it wasn’t just leadership development and management styles that had HR departments concerned.

Of the 1,000 managers that responded to the survey, over 70% also pointed to staff morale and engagement as cause for concern. Employee succession was singled out for special mention by 70% of respondents, also.

Leadership development and succession planning are essential

Succession planning is obviously an important part of any organisation.

If a key member of staff suddenly fell ill, left for another job without warning or otherwise became unable to carry out their duties, how many organisations would be prepared?

In the public sector 45% suggested that their organisation would be able to handle appointing successors ‘successfully’. The private sector fared only slightly better at 59%

The Chief Executive of Roffey Park, Michael Jenkins, says:

“Organisations need to start talking about ‘talent preparedness’.

These days, the most successful companies are those that combine formal development with a creative and open-minded attitude to ‘experience-creation’”.

The research paper, titled ‘The Management Agenda’ also looked at workplace motivation among employees.

86% of the 1,000 HR managers that completed the survey said that the biggest ‘thing’ they were motivated by was the opportunity to make a difference. 41% were slightly more motivated by financial gain than anything else.

Being able to work on one’s own initiative, without being micromanaged at every turn was the second biggest motivator in the workplace, coming in at a respectable 76%.

Perhaps things are not as bad as the Roffey Park report suggests, though, because the recruitment company Robert Half found that the ‘problem’ of succession planning among financial organisations was slightly more optimistic.

62% of these companies said they had a formal succession plan in place.

Of course, Robert Half looked at financial institutes alone while Roffey Park took a much broader sample.

That being said, is the financial sector better prepared than others? After the events of recent years, one would certainly hope so.

Managing director at Robert Half UK, Phil Sheridan, has said:

“The loss of a vital senior team member has the potential to significantly disrupt a business, especially if there has been little or no warning.

Our study shows senior executives are now recognising that succession plans should be a core part of business management to avoid an organisational crisis.”

He is right in saying that this is a large issue for many companies and it can be hugely disruptive – and not just within their own organisation either, since these things can have far reaching consequences.

Is your company prepared for the sudden loss of an important member of the team?

Share your comments with us below, we look forward to hearing them!


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