Please say it ain’t so!
Managers, that cream in the Oreo between leadership and employees are getting squashed as a budget priority for development.
Managers, who have the ability to fundamentally determine whether a peak performer stays or is engaged in his/her work, are one of the most under-appreciated employees in America. This is according to a 2015 study of 205 Training and HR executives by Kelton Research and Root, Inc. 69% of the trainers surveyed say their senior leaders don’t believe there is a strong link between effective management training and business performance. Yet, the Bureau of National Affairs estimates businesses lose $11 billion lost each year from dis-engaged workers.
In the study, senior leaders prioritized reducing overhead or investing in technology upgrades over management training.
Ok. Improving customer experience and reducing expenses is definitely important. But training managers, who often only learn from trial and error, could arguably be considered as important a lever to business performance.
“It is important to remember that outstanding individual contributors aren’t always natural leaders, yet they are often promoted to a manager role because of their previous success. They might have potential, but they need the training – for both technical and people skills – along with sustained support to become great managers.” Tracey Nawrocki, Director, Manager Development at Root,Inc.
The participants in this study who were all involved in training within their organizations would say to their leadership, if you’re not going to sustain and follow-up with management training, don’t bother!
Most of those involved in manager training agree that sustainment could be the key to their success.
— 91% believe sustainment should be mandatory in companies like theirs.
— 87% agree manager training is a waste of resources without sustainment.
And, while this sounds like a leadership problem, it’s also an HR shortfall in not building a business case for management training within an organization. Is it the chicken or the egg? Leadership or HR’s problem to build a business case? Regardless, capturing data that reflects management performance: turnover rates, productivity, profitability, sick days, etc. could help to gauge the effectiveness of management training.