Member Article

“Reality gap” between UK managers and employees

A ‘reality gap’ exists in the capabilities of UK plc’s eight million managers, undermining attempts to boost economic growth.

Research from the Chartered Institute of Personnel and Development (CIPD) has found that three quarters of employers report a lack of leadership and management skills, and too many managers have an inflated opinion of their abilities.

72% of employers report a deficit of leadership and management skills, and the report suggests the problem in tackling this skills deficit is that many managers do not realise their failings.

Eight out of ten managers say they think their staff are satisfied or very satisfied with them as a manager whereas just 58% of employees report this is the case.

Ben Willmott, Head of Public Policy at the CIPD, comments: “Leadership and management capability continues to be an Achilles heel for UK plc, despite mounting evidence that these are ‘skills for growth’ essentials.

“Our research shows almost three in ten people (28%) - equating to about eight million people across the UK workforce - have direct management responsibility for one or more people in the workplace, and yet only just over half of employees are satisfied with their manager.

“A small increase in capability across this huge population of people managers would have a significant impact on people’s engagement, wellbeing and productivity.

“However, too many employees are promoted into people management roles because they have good technical skills, then receive inadequate training and have little idea of how their behaviour impacts on others.”

Elsewhere, 61% of managers claim they meet each person they manage at least twice a month to talk about their workload and any issues they may have, however just 24% of employees say they meet at this frequency.

90% of managers say they sometimes or always coach the people they manage when they meet, while only 40% of employees agree.

Willmott continues: “Too many managers fall into a vicious circle of poor management; they don’t spend enough time providing high quality feedback to the people they manage, or coaching and developing them or tapping into their ideas and creativity, which means they then have to spend more time dealing with stressed staff, absence or conflict and the associated disciplinary and grievance issues.

“Good managers value and prioritise the time with their staff because they realise that this is the only way to get the best out of them.

“Employers need to get better at identifying and addressing management skills deficits through low cost and no cost interventions such as coaching by other managers, mentoring, on-line learning, the use of management champions, peer to peer networks, toolkits, and self assessment questionnaires.

“Sector Skills Councils and Local Enterprise Partnerships should be tasked with ensuring addressing leadership and management capability is a priority across all sectors and regions of the economy. Without this, potential for economic growth in the UK will be shackled.”

This was posted in Bdaily's Members' News section by Tom Keighley .