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More Evidence of the Potential for Better Management to Boost Productivity, Performance and Fulfillment at Work

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More than four in ten UK employees are considering quitting their job in the next year, YouGov research for Investors in People suggests. In a report published in April 2008:

A lack of motivation at work is cited as a major problem, with unreasonable workloads, feeling underpaid and a lack of career path being blamed.

About half of staff said they had not been supported beyond their initial induction at work.

Meanwhile more than a quarter felt unsupported by their managers.

Nearly one in three (30%) UK employees is de-motivated in their current role, according to research published today by Investors in People UK. Significantly, 43% are considering taking action and leaving their job in the next 12 months, with those that have been in their job for one to two years most likely to want to do so (48%).

The research carried out by YouGov on behalf of Investors in People UK, found that the top three de-motivating factors for employees were:

  • unreasonable workload (18%),
  • feeling underpaid (18%) and
  • lack of clear career path (17%).

Overall, nearly half of employees (44%) claim their organisation has failed to continue supporting their career development beyond their initial induction period.

Over a quarter (28%) of employees also said they felt ‘unsupported’ by their managers.

De-motivation is highest within larger companies with 39% of people in organisations of 5,000 or more say that they are either not very or not at all motivated compared to 30% in organisations of between 50 and 250 people.

Motivation is lowest amongst public sector workers, with 41% saying that they are either not very or not at all motivated and 44% claiming to be less motivated than they were a year ago.

Employees in the public sector are also the most likely to be thinking about leaving their job, half (50%) said they were considering a change of job.

Employees in the North East are the least motivated in the UK, with 38% saying they are either not very or not at all motivated and 52% thinking about leaving their job in the next year.

In an earlier report (November 2007) similar YouGov research for IiP showed:

Less than a third (30%) of UK employees have complete trust in their manager, with almost eight in ten (78%) believing that their manager has let them down in the past.

Over half (55%) of employees believe that their manager only has their best interests at heart when it suits them.

Managers are most likely to let down employees by failing to provide the support they need to do their job (49%), failing to respond to concerns expressed by employees (48%) or withholding information which impacts on them (45%).

Sharing information in confidence with another member of staff was cited by over half (55%) of employees as the worst possible type of betrayal by their manager.

Employees’ lack of trust in their managers is most apparent when asked who they would confide in regarding a sensitive work-related matter: less than one-quarter (21%) would look to their boss, with 55% turning instead to a colleague or contemporary in times of trouble.

Alarmingly, this lack of trust in managers can have serious consequences: respondents said it can lead to lowered employee morale (68%), destroy team spirit (46%) and result in people looking for a new job (42%).

Anyone for Progressive Management?

How To Be an Outstanding Manager

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This new 2 hour seminar is aimed at Managers, Senior Managers, Leaders and Human Resource Managers from any type of organisation where improving performance matters.

It will show how managers can quickly boost their managerial effectiveness.

The seminar will introduce participants to four practical management processes that are the hallmark of highly effective managers. These four processes will ensure that:

  • Communication and employee engagement is significantly improved
  • A sense of urgency is developed
  • Underperformers are managed effectively
  • High performers are recognised and retained
  • Every team member is coached, every week, to improve performance
  • Every team member is regularly given new tasks and assignments to help them and the business to develop
  • Business strategies, plans and values are put into practice
  • Will understand how mastery of 4 key management practices will unlock the key to being an exceptional manager.

“All of our managers have done NVQs in operational management – but still shied away from managing poor performers. Now they have the tools they need to manage this group effectively”

“That was an inspiring session”

“I would have liked longer”

Fiercely practical management training to make you stand out from the managerial crowd

Praise can backfire!

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Giving employees positive feedback in the hopes of promoting better performance can sometimes backfire, suggests new research from the psychology department and the Kellogg School of Management at Northwestern University and the London Business School.

As I understand it they conducted an experiment where undergraduates were asked to act as managers in a recruitment process. Half the group were praised for their great decision making in the recruitment process. The other half werre praised for their creativity.

All were then told that the person they had recruited was not working out.

Those who had been praised for their decision making skills in the recruitment process invested more time and energy in trying to ‘save’ the poor hire rather than just cutting their losses and getting rid. Hence it is proven that giving praise can backfire!

This seems like BAD science and even worse management on so many levels.

The guinea pigs were praised regardless of the behaviours and talents they demonstrated during the exercise. Only the most incompetent manager would praise people indiscriminatley without any regard to what they actually do!

First law of feedback is to make sure that it relates to specific behaviours and is not just plucked out of the air.

If you want to check out the ‘research’ then you can do so here,

The Role of the Enterprise Coach or Outreach Worker

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It seems to me that there are an awful lot of enterprise coaches/outreach workers/community motivators /enterprise enablers out there all of whom are tasked with the similar roles:

  • to promote an enterprise culture in the community that they work in, and
  • to help individuals to start their own businesses by providing 121 support and signposting them to specialist service providers

The roles are beset with many and varied challenges, including how to:

  • engage individuals in using the enterprise service that they offer
  • help people to move forward and to be more enterprising
  • effectively help people to access specialist support
  • recognize when progress is being made and when it is not
  • develop a service that provides a demonstrable return on investment to funders and other stakeholders
  • manage the diversity of people, ideas, interests and motivations

If you are in one of these roles what other challenges are you facing?

If you have been a customer what other challenges do these enterprise workers need to consider and work on?

I think it is true to say that no-one has yet really bottomed out all of these challenges and that we need to find a mechanism for sharing what works.