Performance Management Needs Urgent Review to Stop Repelling Staff

Performance Management Needs Urgent Review to Stop Repelling Staff

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So much of employee performance rides on managers, yet new research tells a story of ill-equipped mangers presenting a major barrier to successful performance management.

A new white paper includes findings from research carried out by YouGov on behalf of MHR and explores how well the UK’s people managers can mentor employees, give meaningful feedback and manage different types of personalities.

The paper, Performance Management in the 21st Century, revealed how a combination of bad management and rigid, outdated HR practices are stifling employee engagement and driving employees to quit their jobs.

A staggering 73% of employees have considered leaving a job because of bad management, according to the research, and over half (55%) actually took the leap and quit.

The long list of examples of bad management is somewhat damning. Many employees described mangers with a lack of people skills and leadership skills, or with little sensitivity or tact.

Micromanaging and rude or aggressive behaviour was also reported, as well as a “David Brent-esque” disinterest in their team.

The list continued with instances of managers who failed to provide vision, guidance, feedback or support to employees.

The white paper suggests that this endemic bad management is a systemic problem, with its roots in outdated HR practices.

“It is the responsibility of HR to deliver a wider talent management strategy that places the right people in the right roles, with the required support, learning and development to meet the organisation’s goals,” explained Michelle Shelton, author of the report.

“This involves effective training programmes to turn people managers into coaches and mentors, succession and development plans to identify and nurture the leaders of tomorrow, and strategies to engage, protect and retain top talent.

Yet in reality, most HR departments are unable to perform this vital work effectively.”

The results highlight how many companies are neglecting to train their mangers in vital people skills.

While organisations may train managers on how to set goals, they often fail to teach them how to coach and mentor people to reach those goals.

While managers are trained on how to record under-performance, they are all too often are not taught how to have difficult conversations with employees.

This was backed up by 58% of respondents who believe managers today are not well equipped to deal with the human or emotional side of management.

The paper recommends tackling this by ensuring “that your managers are skilled in dealing with different types of personalities, behaviours and emotions”.

This is where a good assessment tool comes in.

A science-based tool such as Predictive Index® gives managers the an understanding of how to motivate and mobilise their employees.

It offers insights into how to communicate with different employees most effectively, to inspire higher performance.

Among the long list of uses and applications, assessment tools also give mangers a language to use to discuss performance issues objectively, creating a non-offensive platform for meaningful discussion.

Have you experienced bad management in your career?

How is your organisation developing managers?

Share your thoughts below, we look forward to hearing them.

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