A recent report from The Institute for Employment Studies, “The Engaging Manager”, highlights some interesting learning points for managers.

The overarching finding from the research that had been undertaken was that the line manager relationship was criticised.

Other points that came up were that:

• Engaging managers tended to be happy in their current posts and still on the development curve.
• The majority regarded themselves as good internal networkers.
• It was valuable to learn from others (the good and not so good) in order to develop a style that worked for them.
• Goals and expectations needed to be clearly stated.
• Feedback was seen as an important element as was encouraging.
• They were willing to tackle poor performance even if they did not like doing this.
• They created a strong team spirit.
• They were willing to roll up their sleeves when it was necessary.
• They supported the development of team members.
• They were very open.
• They were able to balance autonomy and monitoring progress.

So I wonder how you stack up as a manager when it comes to engaging others?

For a summary of the report go to The Institute for Employment Studies website.

Duncan Brodie of Goals and Achievements helps accountants and health professionals to achieve success and realize their professional potential through being highly effective leaders and managers. For more information and to sign up for his free audio e-course click here

When it comes to expenditure, the biggest single item for the vast majority of businesses is salaries and related costs.  In view of this, one would think that looking after that investment would be a high priority.  Many see it this way but many others don’t.  So why does people management matter?

Cost

It is not uncommon for 60% of the total expenditure of a company to be on staff.  If there were any other investments of this scale on anything else in the business, don’t you think it would be getting a high level of attention?

Talent shortage

Much has been written about talent management over the last few years about the war for talent.  For example, in response to The Chartered Institute of Personnel Development (CIPD) eighth learning and development survey, 47% of respondents identified that there was a shortage of high quality talent in UK organisations.  In some professions these numbers are even higher.  Against this backdrop of talent shortage, people management takes on increased importance.

Without People There Is No Business

While there are some business (such as internet based businesses) that may be less people dependent, the vast majority still are highly dependent on people to:

• Attract clients or customers
• Make sales
• Provide the product or service
• Physically ship the product
• Manage customer relationships
• Keep on top of the finances
• Look after legal aspects
• Set policies
• Innovation
• Sourcing supplies and services

Without people in the above and many other areas of the business, the organisation would simply not function.

Retention

As well as the challenge to attract staff, retention is also a huge issue for many businesses.  The employment landscape continues to change.  Industries are consolidating which means that even big employers cannot give long term guarantees.  There is much greater mobility in the workforce.  Many more people are able to go and work overseas and keep in regular touch with people back home through the use of technology.  All of the above add to the retention challenges that businesses face.

Expectations

Our parents might have been happy just to have a job but those entering the workforce have much greater expectations.  They are looking for and expecting:

• Opportunities for progression
• Challenging and enjoyable work
• Work that has some meaning for them
• A good work environment
• A balance between their work and their life

At the end of the day, if you are an employer who wants to get results and is dependent on people to deliver them, people management needs to be given a high priority.