Feature insight - managing staff
Managing staff
Jerome Smail, freelance journalist, researches what distinguishes a good manager, setting out the experience, attributes and skills which are considered to be essential for managing staff
P ayroll professionals are renowned for their dedication to the job and take pride in doing things right and to the best of their ability. This has created an industry with a clear career path where workers frequently progress through the ranks. Inevitably, then, there comes a time when the conscientious, ambitious payroller reaches a crossroads with a signpost marked ‘management’. The question that typically follows is: ‘Do I have what it takes to make the step up?’ Jazz maestro Duke Ellington once famously remarked that there are only two types of music: good and bad. The same could be said of managers. Anyone can manage people, but some do it far better than others. In fact, some managers are so bad, they end up doing more harm than good to their organisation and the employees working under them. Good managers, however, bring out the best in their team and inspire diligence
and loyalty. A YouGov survey commissioned by MHR last year found that 80% of employees have experienced what they consider to be poor management, or a poor manager, at least once during their career. It also found that 73% of employees who have experienced poor management or a poor manager, have considered leaving a job; and, among these, a staggering 55% actually quit their job because of bad management. Over half (58%) of respondents said managers today weren’t equipped to deal with the emotional or human side of management, with many describing managers as inexperienced, unapproachable, providing little or no constructive feedback on their performance, lacking people skills and failing to communicate effectively. Chris Kerridge, employee engagement expert at MHR, highlights the importance of well-honed people management skills:
“While managers are commonly trained in company policy and organisational processes, most don’t possess the people skills required to handle the human aspect of management and receive no training for this, which can have damaging and long-lasting repercussions when it comes to employee engagement, talent retention and wellbeing.” So, what makes a good manager? According to Kerridge, there are some key traits: “A sign of a good manager,” he says, “is someone who is able to understand the personal and emotional needs of individuals, continually motivate them to get the best out of them but also able to demonstrate authority without causing upset and damaging productivity.” Dianne Hoodless, CIPP board member and payroll manager for Hyperion Insurance Group, lists some more boxes to tick. “Patience would be top of my list,” she says, “not only with your customers but also your team.” Hoodless also cites the ability to plan and prioritise workload, as well as knowing when to delegate and not overpromise. Of course, there are also more payroll-specific traits that mark out would-be managers
...80% of employees have experienced what they consider to be poor management, or a poor manager...
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| Professional in Payroll, Pensions and Reward |
Issue 56 | December 2019 - January 2020
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