By: Judith Kors – August 2015
There’s something of a paradox going on in the world of Frontline Managers. Basically, at a time when over 90% of a group of more than 600 executives from around the world said in a ‘Harvard Business Review Analytical Services’ study that they felt that a lack of adequate leadership at ‘the frontline’ was having a negative impact on workforce engagement levels and, in the same study, over 75% of Senior Managers described Frontline Managers as ‘Critical for the organisations to achieve their strategic goals’, yet only 12% of these same study participants (the people who, to a large degree, decide on training provision and spend) said that they believed their organisation was providing sufficient training and resources for their Frontline Managers.
The study casts a staggering light on a problem that many companies desperately need to address is they want to improve workforce capabilities and performance and, of course, increase the organisation’s viability, growth, and profitability.
In particular, it was identified that the following key points needed to be addressed:
- Clearer goal setting
- Clearer feedback and performance management processes
- Higher levels of workforce support and development
- Working harder to identify and progress ‘future talent’
- Better understanding of individual management and motivation ‘styles’
In a sense, it all comes back to the old saying “what’s the price of NOT investing in your workforce?”
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