• Replies 13 replies
  • Subscribers 9 subscribers
  • Views 10289 views
  • Users 0 members are here
Options
Related

Accidental line managers. Discuss...

Steve Bridger

Bad management has forced one in three UK workers to quit, announces The Guardian today. That should probably read "led to quit", rather than 'forced'... but anyhow.

"A study shows widespread concern over quality of managers, with 82% of bosses deemed ‘accidental’, having had no formal training."
https://www.theguardian.com/business/2023/oct/15/bad-management-has-prompted-one-in-three-uk-workers-to-quit-survey-finds

My obervation would be that yes, poor line management, or line managers who basically go AWOL is at the heart of quite a lot of what we discuss in our Community. As  said in this thread, HR is "not a substitute line manager", or shouldn't be.
How would you summarise your role in one line? 

We've discussed this very topic in these recent threads...

 Where does the role of HR end and that of the manager take over? 

 Blurred duties between HR and line management 

...and we have some CIPD resources on that, too.
www.cipd.co.uk/.../introduction-to-support-materials

As always, I'd be keen to read your thoughts.

Parents

  • People don't become line managers by accident. We allow this to happen if we don't support, develop and value management. No one rocks up to the office and declares they are now a manager without someone approving that. Personally, I think we need to fix this as it's not a new problem. People do choose to leave bad managers and if we were serious about managing we'd be joining the dots (exit interview feedback, turnover stats, recruitment, promotion and succession etc etc) properly and doing something to mitigate this and progress it.Disappointed

  • in reply to Sharon
    I completely agree and sometimes think organisations are very vague about what they expect managers to do. I'm currently revamping the job description templates in my organisation (as we are small, we don't need many) and in the management one I'm being explicit about the typical management tasks and the skills needed to do them. Some managers set rotas, or spend time checking or signing off others' work quality, some managers set strategy, most manage budgets and changes. These all need different skills and, in some cases, training. Too often a one liner "experience in management" is all that is stated and then poorly explored through selection techniques.
    Equally, I've know many organisations "promote" technical specialists to managers without giving them adequate clarity, support, training and guidance on what they were now supposed to do.
Reply
  • in reply to Sharon
    I completely agree and sometimes think organisations are very vague about what they expect managers to do. I'm currently revamping the job description templates in my organisation (as we are small, we don't need many) and in the management one I'm being explicit about the typical management tasks and the skills needed to do them. Some managers set rotas, or spend time checking or signing off others' work quality, some managers set strategy, most manage budgets and changes. These all need different skills and, in some cases, training. Too often a one liner "experience in management" is all that is stated and then poorly explored through selection techniques.
    Equally, I've know many organisations "promote" technical specialists to managers without giving them adequate clarity, support, training and guidance on what they were now supposed to do.
Children