10 LISTENING TO OUR DIRECTORS AND PRINCIPALS | BDO LLP
IMPORTANCE OF GOOD PEOPLE MANAGERS
Some of the attendees felt that their partners will only get involved if something happens on the commercials or billings and wouldn’t have noticed all the people management that was happening behind the scenes As a Director and Principal group, they said they feel the pressure of focusing on commercials, productivity, utilisation and recovery whilst simultaneously delivery on people, culture, quality, risk and client service It was discussed that this is a tough skillset to have – and needs to be encouraged and recognised as just as vital as the major client wins One group wondered if everyone is clear on the difference between a People Manager and a Line Manager.
The key question was: how can we better support our People Managers, giving them the skills and relevance to help their team succeed? Every group raised the amount of time they do, or need to, spend on being a good People Manager But that they didn’t feel their partners recognised how much time it can take to do this well – particularly given C-19 wellbeing matters - and the overall value it brings Their perception is that recognition and progression is down to billings – but that the real risk to the future of a team is poor people management. Is there a dislocation between the imperative to be a good People Manager and a recognition or progression model that is based on chargeability or productivity? “ The value that’s put on our people versus the value that’s put on the people who look after those people is different.
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