A recent study unveils the pervasive discontent regarding managerial expertise, with a staggering 82% of supervisors identified as ‘accidental’, lacking formal training.
An unsettling 33% of UK employees confess to leaving a job due to an adverse work environment, a fresh survey reveals, highlighting the peril of managers failing to curb harmful behaviour within the workspace. This investigation, spearheaded by the Chartered Management Institute (CMI), along with research from research driven workplace productivity consultants YOHO Workplace Strategy, amplifies the common apprehensions concerning managerial quality and its ramifications on employees’ daily experiences.
In this comprehensive survey, 2,018 respondents divulged various factors that propelled them to switch jobs in the past, encompassing an unsatisfactory rapport with a manager (28%), and incidents of discrimination or harassment (12%). Of these, individuals who acknowledged having an inefficient manager expressed a decline in motivation, with a third being less motivated to excel, while a stark 50% contemplated leaving within the forthcoming year.
This study was orchestrated in the wake of recent high-profile scandals, ranging from allegations of sexual misconduct at the CBI, currently under police scrutiny, to assertions of ITV managers disregarding presenter Phillip Schofield’s alleged affair with a junior staff member – a claim firmly denied by ITV. Conducted by YouGov, the survey encompassed 4,500 employees and managers across the UK.
The findings unveiled a disconcerting trend, where 82% of newly elected managers, termed “accidental managers”, embarked on their roles devoid of any formal training in management or leadership. The data suggested a correlation between training and confronting undesirable behaviour; 25% of trained managers had addressed poor behaviour as opposed to a mere 15% of their untrained counterparts.
Anthony Painter, the Director of Policy at CMI, emphasised the paramountcy of enhancing managerial performance to thwart the evolution of toxic workplace environments where detrimental behaviour remains unchallenged. Painter advocated for better management as a conduit to boost the UK’s economic trajectory and expedite imperative reforms within public services.
Painter elucidated the broader economic implications by stating, “This issue is hampering businesses, burdening the economy, and also impeding the capacity of public services to perform optimally,” adding that economists attribute nearly a third of the productivity gap between the UK and more productive nations to the variance in managerial quality and leadership.
In a broader perspective, Painter remarked, “In any proficient domain of contemporary employment, it’s reasonable to anticipate individuals in competent roles to undergo at least basic training. The glaring fact that 82% lack training upon ascending to managerial positions starkly reflects the collective undervaluation of managerial significance.”
The pandemic era posed unique challenges for managers, involving intricate dialogues regarding the modality and timing of office-based staff resuming onsite operations. Amidst this backdrop, unions reported a swift uptick in the deployment of surveillance software and other remote monitoring mechanisms by managers endeavouring to supervise staff remotely.
Nicola Smith, the TUC’s Head of Economics and Employment Rights, urged a collaborative approach between managers and unions to traverse such challenges. She asserted, “To propagate exemplary management across the economy, the government needs to elevate the standards. Besides availing more training and support for managers, there’s a need for robust employment protection that guarantees workers ample security and acknowledges the merits of union recognition.”
Oliver Russell, commercial director at YOHO Workplace Strategy comments: “As the fight for talent rages on across multiple sectors, business leaders should look at the research carried out by the Chartered Management Institute, which underscores the critical role leaders and managers play in shaping company culture and employee morale and take careful note. Effective management training on the precepts of company culture is essential to employee retention, especially when there are widespread shortages of workers across multiple sectors.”
“Untrained managers are far less likely to address inappropriate behaviours, allowing negativity to take root. Considered management training also equips leaders with the skills to create healthy, inclusive cultures where employees feel valued and teaches strategies for building trust, handling conflicts and giving feedback. Trained managers are best placed to identify problems early and intervene appropriately. Companies must also model and reward compassionate leadership. Soft skills such as emotional intelligence, communication, motivation and conflict resolution should be high on the list of priorities for managers.” Added Russell. “Employees will ultimately mirror the mindset and actions of upper management so they must set a good and consistent example. Toxic cultures inevitably reduce productivity and performance. By contrast positive cultures focused on psychological safety and engagement produce a workforce that is connected with their company’s culture, leading to increased productivity and a thriving company culture from top to bottom.”
