No matter which seat you’re sitting in, managing the performance of the organization will affect your daily work. Hitting productivity goals is reliant on the work done every minute of every shift, yet too many companies use annual performance reviews as the basis of our management programs. Unfortunately, even that statement is a simplification of a very complicated problem.
Want to know why employees are unimpressed by your performance management program? Because chances are it’s inaccurate, disorganized/unscripted and maybe even a little bias. Those words may be harsh and might not tell the full story, but there is probably a hint of truth to each one within your own organization. Especially with only 55% of workers reporting a positive impact on their work from their company’s current performance development process.
Unfortunately, a great deal of these factors come down to one core issue: ineffective leadership and management.
Managers are Ill-equipped
Often the conversation around engagement and satisfaction falls back on leadership and how the processes being used aren’t meeting needs of the workforce. The Willis Towers Watson 2016 Global Workforce Study reports 20% of employees say their manager does not have the skills needed to manage performance while 23% say their manager lacks enough time to devote to the process.
Employees are aware of the challenges their workplace is facing. Time and resources are necessary for their career growth, but before they can succeed, they need a trained and confident manager to lead them. Yet, 1 in 5 employees are not confident their manager will provide regular constructive feedback. Though the fear of constructive criticism might stem from many sources, the real cause is probably due to lack of experience and management training.
Training and Direction for All
Last year, Gallup reported about half of the adults who have left a job in the past, were moving on to “get away from their manager.” There’s no doubt about it, leaders have a profound effect on their organization and team - and not just by making impactful decisions. When we think of training courses, we often go right to our employees and the programs they work within.
We want to adjust processes so they’re more efficient for staff, saving time and money. Then there’s the management development of those employees who aspire to supervise teams and departments of their own. But what about beyond that point?
Management training and development doesn’t end once a promotion is given. To see an effective workforce, you need an effective supervisorial team pushing the boundaries and overseeing the day to day. One survey found that 52% of companies train their managers once a year or less. We often promote and hire those we trust most with our business to the role of leadership, and that confidence in their ability is exactly what allows further development to be forgotten or overlooked.
They Need Performance Goals, Too!
The benefit of training and developing your managers is two-fold. For one, 89% of employees said it’s important that their employer support career learning and development. Chances are your management staff falls within that large percentage of workers hoping for skill building. The best part is the snowball effect it has from there.
The same study found that 63% of employees would be more engaged if they had better learning and training opportunities, which means your managers, who set the tone of your organization, are more invested in their work. The more invested they are, the more time and attention your employees will receive. Plus, the manager will be more practiced in their craft, providing a more tactful and professional approach to each situation.
Performance management programs face many obstacles, but finding the right one for your organization is pivotal. No matter how much planning and technology goes into the process, at the end of the day, the people who push the everyday operations are who can make or break the effectiveness. That’s why in addition to providing Talent Management software, we also give our clients access to our Talent Success University resources that help guide the process and the program.
As the head of a department in the midst of a sustained period of rapid growth, Sara has spent thousands of hours interviewing, hiring, onboarding and assessing employees and candidates. She is passionate about sharing the best practices she has learned from both successes and failures in talent acquisition and management.