In today’s workplaces, understanding the dynamics between managers and employees is essential. However, a survey by Advanced exposes a significant gap between manager confidence and employee perception. While 92% of managers feel capable of supporting employees with burnout, only 52% of employees believe their managers actually provide such support.
Moreover, the frequency of performance conversations reported by managers stands at 72%, while employees report a much lower rate of 25%. The survey also reveals that 2 in 5 (39%) employees hold a negative view of performance management within their organizations.
There’s a clear mismatch between how confident managers feel about supporting their teams and how their employees actually perceive it. It’s a well-known fact that ineffective management leads to low engagement, productivity, and high employee turnover. So, why does this disconnect exist?
Nick Gallimore, Managing Director of Advanced People Management, says: “Whilst the science of performance is clear, many of us are still choosing to do something else. We’re choosing to set our people goals that they forget to engage with. We’re choosing to save up feedback for end-of-year conversations that everyone hates, and we’re choosing the ritualistic and pointless behavior of performance ratings over good quality coaching.”
The Role of Clear Communication
Clear communication plays a pivotal role in bridging the gap between managers and employees. However, the survey highlights a disconnect in perception. While 90% of HR directors believe their organization communicates effectively, only 30% of employees share the same perception regarding their company’s communication efforts. Addressing this disparity is crucial for fostering mutual understanding and creating a more cohesive work environment.
Addressing Job Security and Financial Concerns
Research by Neyber found that on average, money worries lose the UK economy, a staggering 17.5 million hours of lost work. Nick Gallimore states, “The impact that long term financial strain and other stresses can have on the wellbeing of your people is significant and businesses can’t afford to ignore the pivotal role their HR function can play in helping to engage with their employees and do what they can to mitigate the impact on their people.”
The survey highlights that job security is a pressing concern, with 25% of employees expressing a lack of security in their current roles. Redundancy, pay cuts or freezes, and general anxiety surrounding job security are specific worries among employees. Notably, 18-24 year olds experience higher anxiety levels, emphasising the need for support and guidance in this age group.
Alex Arundale, Chief People Officer at Advanced, says: “For younger recruits, whose education has been disrupted, employers should expect and prepare for some gaps in skills and offer additional support where necessary. Mentoring, or ‘buddying up’, is also incredibly useful so that new recruits working remotely have a dedicated person to coach, guide and support them beyond the induction period.”
Organisations may also benefit from rethinking their hiring processes to focus on potential and abilities rather than solely relying on past accomplishments. Younger candidates may feel that their abilities are not accurately reflected by grades achieved during and after the pandemic.
Burnout and Well-being
Burnout is prevalent, acknowledged by 91% of HR directors. However, the problem is not going away, with 42% of the workforce being more stressed than last year, and only 21% feeling less stressed.
In a survey by Advanced of over 5,000 workers, 85% of respondents said they were working extra hours. This highlights the need for managers need to be able to spot the early signs of burnout before they become a big issue and provide timely and appropriate support.
However, while 92% of managers feel capable of providing support to employees who are experiencing burnout, only 52% of employees say their manager helps them avoid burnout at work. It is clear that the divide between managers and employees is again leaving staff vulnerable.
Prioritizing well-being initiatives within organizations is crucial, as the consequences of not taking action can be detrimental. Nick Gallimore notes, “Wellbeing is intrinsically linked with performance, productivity, and engagement. If businesses don’t act now, the problem is just going to get worse, and they will only have themselves to blame.”
As for advice to businesses on how to make mental health a business priority he goes on to say, “Policies based around supporting the mental wellbeing of employees forms a core pillar of the people experience within an organization and businesses who are able to demonstrate a clear and committed focus on promoting positive mental health will set themselves above their competitors as desirable places to work.”
As ever, it is important that C-suite leaders model the workplace culture. Gallimore notes, “It is important that from an executive level leaders make a statement of intent regarding work schedules and to define in absolute terms, what they constitute as urgent, in order to ensure employees don’t feel pressured into replying to every email outside of office hours.”
The Great Resignation and Employee Retention
Amid the challenges of employee engagement, the cost-of-living crisis, and work-life balance, organizations face the phenomenon known as the Great Resignation. While it looks like employee retention will seem like less of an issue for many, as the market has started to cool as vacancy volumes start to level off and job-seeker volumes start to rise, Nick Gallimore predicts that it won’t last, “In reality, the fundamentals of the great resignation are still there. Employee engagement levels remain at rock-bottom levels, the cost-of-living crisis has left us all feeling the pressure in our pockets, and we’re all still seeking a better work-life balance. When confidence comes back to the market, those same issues will rear their heads again.”
Organisations that tackle these core issues will ultimately prove successful. Tactics could include re-evaluating the Employee Value Proposition (EVP), benefits and reward schemes, as well as demonstrating a commitment to safeguarding wellbeing.
Closing the Divide: Empowering Employees to Thrive
While middle managers may present positive reports, it is equally crucial to directly seek feedback from employees themselves. By actively seeking employee input and engaging in meaningful conversations, leaders can gain a better understanding of the actual employee experience and identify areas for improvement.
To bridge the divide between managers and employees, leadership teams must take proactive steps. This includes providing ample opportunities for growth, and recognition, and creating a supportive work environment. Investing in employees’ well-being and career progression yields significant benefits, fostering engagement, productivity, and loyalty. As Nick Gallimore suggests, “By nurturing their future workforce through continuous performance management, businesses are better equipped to facilitate a working culture valued by this age group, creating a skilled and appreciated workforce as they continue to learn and develop.” By prioritizing these initiatives, organizations can empower employees to thrive and cultivate a positive work environment.
