Line managers need to take a more active role in employee development
Line managers have a vital role to play in ensuring that employee’s wellbeing is being considered, that they are happy and engaged and their potential is being fulfilled.
There’s good news here: our survey reveals that net satisfaction with line managers has risen to +47 (up from +44 in Autumn 2015). Employees in the voluntary sector are most satisfied with their managers (+53), followed by those in the public (+48) and then the private sector (+46).
Employees also say that their line managers are most likely to be committed to their organisation, treat employees fairly, make clear what is expected of them, are supportive if they have a problem and listen to their suggestions. However, line managers were reported as less likely to coach employees on the job, act as a role model, discuss training and development needs, provide feedback on performance and keep them in touch with what is going on.
It’s clear that line managers are addressing the wellbeing element of their role and ensuring that employees are looked after at work. The next step is to balance this with a commitment to their team’s development and ensure that they have the support, direction and skills needed to fulfil their potential.
Employers and the HR profession need to start to engage line managers in discussions about the importance of continuous and lifelong learning and development. Encourage line managers to hold regular one-to-one catch-ups with employees about immediate opportunities to develop their skills and longer-term conversations around careers.