Are You Building Management Capability???

http://www.workforce.com/images/drp/drp_i.gifIn the past, organizations have clung to the belief that as long as they had competitive products and services, they could enhance their performance by hiring strong leadership and top talent. While this focus has worked in some cases, in today’s highly competitive labor market—and yes, it is going to get much worse—organizations competing for top talent may be missing the essential managerial skills and processes needed to succeed over the long term.
    Today’s Generation X employees have much higher expectations of what managers should do to support them compared with the prior generation. Furthermore, the new entrants into the workforce, known variously as Generation Y, Millennials or Generation Next, have still greater needs for immediate feedback and development. These young workers are accustomed to praise, reinforcement and time to develop their interests and skills. How can organizations capture and retain this new talent, as well as slightly older up-and-coming leaders?

    Research suggests that most organizations neglect the role of managers, undervalue it and therefore suffer from a lack of strong management capability. A 2006 survey indicates that employees who plan to stay with their current companies are twice as likely as employees who say they might or might not stay to report that their managers recognize their talents and encourage them to use those talents to the fullest extent.

    I would say that the trend that is emerging is not pretty. Today’s managers are also individual contributors and they spend more of their time doing their "real" jobs—technical aspects of their positions—than they actually spend managing their employees. This behavior poses a problem because today’s employees want more from their managers and workplaces, not less. And they are willing to walk out of your workplace if they don’t get it.

    While employees are hungry for praise and eager to get help expanding their capabilities, there is, unfortunately, a corresponding capability gap among managers to give them what they need. This deficit exists for many reasons, including:

Years of downsizing means companies expect more from fewer employees. There simply is not enough time for managers to devote to mentorship and employee development.

·         Insufficient skills. Managers don’t know how to provide feedback and develop people.

·         A dearth of rewards. Managers are rewarded based upon individual contributions and achievements, not their management skills.

·         The mistaken belief that "one size fits all." The same rewards approach won’t motivate everyone.

·         Organizations do not place a high enough value on the role of the manager.
George F. Mancuso, CPC, CEO
Client Growth Consultants, Inc.