CIOIT Staff & Team Building

3 Steps to Avoid Hiring Bad Managers

Bad managers cause great damage to a company. In a 2015 Gallup poll of 7,272 adults, 50 percent said that they left their companies because of their bosses. Because of this, human resource departments of many organizations have attempted to interview employees, or keep a tally of employee resignations by manager in order to spot the problems in their organizations. However, not all companies are embracing these practices, and bad managers can still find their way to rise to the top. Mary Shacklett, in an article for Tech Republic, suggests three ways that companies can do differently to hire good managers:

  1. Develop managers within the organization who can run projects and departments, in addition to fostering strong team culture.
  2. Understand what employees value most from their managers.
  3. Develop metrics that help to reveal where there are disconnects between managers and staff in the organization.

Look for the Right One, Not the Best One

To save time and effort, look for talents within your organization before searching elsewhere. Choose someone who can lead with both charisma and authority. A good manager should have an open and clear communication style, be able to work collaboratively, be approachable, and generate a sense of purpose in their staff. An ideal candidate like this is not easy to find, so if you cannot find such closely qualified employees internally, then you should look to the outside.

Don’t just look for the “best” talents out there, but select someone who possesses qualities valued by most employees. According to a survey, employees want managers who are honest, fair, trustworthy, dependable, genuine, participative, responsive, and collaborative. They are less concerned if managers are friendly or chatty, so a person who can connect well and lead others isn’t necessarily someone sociable. You can create more surveys and interview employees to find out what is meaningful in their work environments over time.

Last but not least, try looking at company attrition more often. If the attrition of a department is comparatively high, you will know which manager is doing not so well with his or her staff. Shacklett talks about how attrition helps her detect the problem and fix it:

When I was a senior executive at a bank, we looked at attrition rates across the organization and found that turnover was over 50% in the teller lines at our branches. We initially identified the problem to our compensation package, which was less than what our local competitors were offering, so we fixed that. However, the higher attrition rates continued to occur. When we looked at the situation more closely, we realized that we had managers in the field who stayed in their offices and gave little direction to staff members.

We eventually replaced these managers with individuals who were more collaborative, and also superior communicators. We succeeded in reducing the attrition rate.

You can view the original article here:

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