Managers Must Drive Performance

According to research from the Corporate Executive Board
(CEB), managers spend on average 21% of their time
developing direct reports even though only 42% of the
managers are effective at employee development.

Additionally, the flattening of organizations has created
an average span of control increase of 60% for many
managers. The result is that managers are under more
pressure to grow the business while having less time for
employee development.

HR POINTER: For a company to achieve real growth, managers
must be effective drivers of employee performance.
However, employee performance is a function of employee
development. Employees cannot perform at their peak
without some fundamental help from managers.

The good news for managers is that CEB research has shown
that the effectiveness of employee development and any
resulting improved performance depends more on the nature
of the activities than on time spent.

The CEB has identified the following as some of the key
practices of managers who are effective at generating
business growth through improved employee performance:
1. Explaining Performance Evaluation Expectations.
2. Creating Individual Development Plans.
3. Ensuring Employees have the Skills/Knowledge.
4. Helping Employees Apply the Skills/Knowledge.
5. Teaching Employees New Skills and Procedures.
6. Assessing Employee Development.
7. Providing Feedback on Personality and Performance.

The challenge for overworked managers, especially managers
who are not strong on employee development, is to
prioritize their monthly activities to include aspects of
the above practices in their management of employees.

 

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