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Article: Good Management Improves Profit

In this article, Janice Caplan asks if we expect too much from our lines managers.

 

Do we expect too much from our line managers?

The thing about clichés like “our people are our greatest asset” and “people management is a critical part of the line manager’s role” is that there is an underlying truth to them.

 

In 2003, CIPD commissioned research showed that employees who feel positive about their relationship with their line manager are more likely to have higher levels of job satisfaction, commitment and loyalty. These are in turn associated with higher levels of discretionary behaviour and performance. Here we are eight years later and in the recent ACE International HR Barometer 2011 only 22% of the 760 HR respondents feel confident that their line managers own their people management responsibilities.

 

As HR professionals we know that employees have two needs that are fundamental to their relationship with their employer; access to meaningful conversations and meaningful opportunity.

  • Meaningful conversations address the four questions that everyone needs answering: How am I doing? What happens next? How will I get there? How will I be rewarded?
  • Meaningful opportunity relates to the experience necessary to develop your capabilities...

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People in business today want outstanding learning and development, when they need it, at a time that suits them, and delivered in a manner that fits their learning styles and preferences. Businesses need people to come to grips with new challenges quickly. There is no time for catch up and it is vital to quickly decide which strategic opportunity to take advantage of, and then be able to act quicly. This requires a deep understanding of your people, and who has the potential and the aspiration to take on a particular challenge. It requires a workforce that is constantly learning and developing in line with the business needs on the horizon.

 

For the first time, businesses have several generations working side by side in the workplace, with different styles and perspectives. The standard approach to training and development is no longer appropriate. In its place, it is vital to have a range of tools and programmes that individuals can personalise, and make their own.

 

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