Employers across Europe are missing out on potential talent because line managers fail to engage poorer performing employees, according to a survey by Watson Wyatt.
The research, which covers 175 companies and 5,500 employees, finds that managers are far too preoccupied with top performers and fail to communicate effectively with those that show less promise. As a result, those that need to have their skills or motivation boosted are left high and dry.
Managers are also seen as the weakest link by HR professionals taking part in the latest, UK-based, IRS survey on managing employee performance [subscription needed]. Two-thirds of the 139 respondents reckon that managers in their organisation are not properly equipped to manage underperformance, yet strong links between managers and direct reports is considered by most of these employers to be the most effective way to motivate employees who perform below par.
According to this IRS research, the three most effective strategies for improving employee performance are: improve performance management skills of line managers; ensure performance expectations are communicated clearly to employees; and take prompt action as soon as underperformance occurs.
Coaching and mentoring are also considered very effective tools when managing underperformance.
As managers’ communications skills are so vital to success, you might think they would receive ample relevant training, but this is not necessarily so. Less than a third of the employers in the IRS research train managers to deal with difficult conversations and just 35% teach them coaching skills.
The named practice IRS research report [subscription needed] compares performance management frameworks, looks at success rates and assesses what works when managing employee performance.
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