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This week in HR news, research made it clear that managers need better training and more of it, an HR executive shared tips on selling diversity to the C-suite, and tradie “shame” culture was exposed.
Are managers getting worse?
Eighty-two per cent of new UK bosses are “accidental”, in the sense that they have had no formal training. Nearly one-third of UK workers have left a job because of a negative relationship with a manager, said The Guardian, citing research from the Chartered Management Institute (CMI).
Concerns around toxic workplace culture and a high number of employees looking to leave their current roles have people asking whether managers are failing their employees.
The research found that leadership training has real effects on the efficacy of new leaders. For instance, managers who have undergone training are more likely to report bad behaviour.
“This stuff is dragging down businesses, dragging down the economy, and also stymying the ability of public services to do what we need them to do,” said Anthony Painter, director of policy at CMI.
It is worth noting that, according to Gallup, managers were disproportionately burdened with additional work responsibilities over the COVID-19 pandemic.
Managers are more likely to be:
- Disengaged
- Burned out
- Looking for a new job
- Feeling like their organisation does not care about their wellbeing
Insider tips on selling DEI to the C-suite
In a recent article by HRM Online, HR executive Mathew Paine said one of the greatest challenges of his role has been “selling the concept of diversity, equity, and inclusion (DEI) to the C-suite”.
To Mr Paine, the business case for DEI is self-evident: “Inclusive workplaces create a positive brand in the eyes of consumers and employees, they help attract a diverse pool of talent and a variety of perspectives that help to foster innovation and creativity, and they boost employee satisfaction and retention.”
However, according to Mr Paine, the C-suite can be slow to come around to the idea: “The key is linking the concept to broader business goals,” said Mr Paine. “It’s about understanding the data and asking ‘What’s in it for us?’”
Beyond pointing to the statistics, Mr Paine recommended three strategies for getting a reluctant C-suite on board.
Firstly, employees can conduct a “listen and learn” session in which they share their lived experiences with disadvantage to the C-suite.
Secondly, C-suite members can be taken to areas of disadvantage to see the dynamics play out in person.
Thirdly, executives can be encouraged to use initiatives like sponsorship or allyship to better understand the issues at play.
“At the end of the day, it’s impossible to change someone’s beliefs, but you have a chance at changing their behaviour,” explained Mr Paine.
Spike in young tradie deaths
Sixteen young tradies die at work every year in Australia, reported ABC News.
According to Safe Work Australia, there were 11,490 serious workers’ compensation claims for apprentices and trainees in the five years to the financial year of 2020–2021.
In the four years to FY20–21, the number of these complaints rose by 41 per cent despite the number of apprentices and trainees increasing only by 13 per cent.
The article focused on a recent uptick in injuries among younger workers across the country. Between 2013 and 2022, 163 workers aged under 25 died from a work-related traumatic injury.
“Generally, as an apprentice, you get pushed and move fast. You’re doing the labour work,” said carpenter Mitch Opperman.
The work carried out by younger workers is often very dangerous. Reluctance on the part of a younger worker to engage in dangerous work is often taken as a sign of weakness or unseriousness.
Workplace injuries and deaths are often the result of schedule and budgetary squeezes.
“It’s clear that there’s still quite a number of developers that put profit over the safety of their workers, that put the need to finish the job on time or under budget ahead of doing the job safely,” said Zach Smith, national security of Construction Forestry Maritime Mining Energy Union (CFMEU).
Despite the persistent workplace issues, some say the culture has been improving.
“Ten years ago, it was like don’t even complain, just do what they tell you,” said Mr Opperman. “Now I think it’s getting a bit more relaxed, and there’s better work conditions.”
RELATED TERMS
Employees experience burnout when their physical or emotional reserves are depleted. Usually, persistent tension or dissatisfaction causes this to happen. The workplace atmosphere might occasionally be the reason. Workplace stress, a lack of resources and support, and aggressive deadlines can all cause burnout.
Nick Wilson
Nick Wilson is a journalist with HR Leader. With a background in environmental law and communications consultancy, Nick has a passion for language and fact-driven storytelling.
