iscover
Employee expectations have changed post-COVID-19, and the impact that an organisation’s leadership and management can have on employee productivity and happiness at work has never been more critical.
Recent research found that 38 per cent of Australian employees feel more productive at work when they have a strong and supportive manager, the second-highest driver of productivity, ranking even above competitive compensation. It’s safe to say that money can’t tempt us all.
While the demand for empathetic and supportive managers is soaring, the supply is lagging behind, with only one in four employees recommending their manager. Worryingly, a considerable portion – 31 per cent – feel supported only occasionally, with 15 per cent reporting rare or no support at all.
The reality is that the responsibilities and requirements of a people manager have evolved significantly over the last few years, with employees and employers seeking more than traditional resource and performance management. Employees today seek connection and psychological safety in the workplace. They want to contribute in ways that align with their personal values and are looking for greater purpose and fulfilment in their work. Managers should, therefore, have the ability to support, facilitate, guide and connect teams across increasingly diverse and high-pressure environments.
Yet, part of the challenge lies in the lack of support people managers receive in preparation for and in the execution of their crucial roles. One in five people managers don’t feel enabled and supported to be a great manager, and 27 per cent of people managers say they weren’t offered sufficient training when they became a manager. It’s no wonder approximately one in three people managers frequently experience burnout, with director-level managers reporting the highest levels of burnout at 38 per cent.
Fortunately, there are steps organisations can take to offer support, such as providing tools to simplify and streamline a manager’s workload through automation. With more teams working in hybrid and remote roles, an online shared space that gives employees easy access to key resources and wellbeing services, including employee benefits, will make providing support easier and more scalable.
To help time-poor managers, set up a regular rhythm or calendar of communication in one channel (e.g. a company blog) so they know when and where to expect important updates from the leadership team.
Setting up regular catch-up sessions with individual team members will also open up opportunities for employees to bring up any concerns they may have, and for the manager to provide feedback. Learning about their strengths and weaknesses also allows for more accurate support. This continuous cycle of open communication builds connection and enhances productivity.
Perhaps the most influential of all is to acknowledge your employees and let them know you care. There is nothing like having the work and effort that they put in be recognised and, as a result, rewarded. In fact, 83 per cent of Aussie employees say they feel more motivated and productive at work if they have a manager who cares, jumping to 87 per cent for Gen X and 94 per cent for Baby Boomers.
That’s your answer to a happier and more productive employee right there.
Managers who recognise the achievements of their employees will no doubt motivate employees to continue excelling. Organisations can further support managers by setting up a recognition and reward (R and R) platform that allows them to easily shine a spotlight on what the team and particular individuals are achieving.
When supportive managers recognise the effort and achievements of employees, they’re also fostering a deeper connection with their team members on both a personal and professional level, understanding what motivates them, the challenges they’re facing and the unique circumstances that affect how they show up at work. This improves wellbeing and fosters stronger relationships at work.
As the workplace landscape continues to evolve, it’s crucial for managers to understand and connect with their employees. They should feel enabled and empowered to develop a rapport and relationship with their teams, ensuring that employees are supported and appreciated.
Developing these key interpersonal skills and trust-building behaviours is an ongoing investment in training and effective tools. When done right, organisations will be able to relieve the burden on their people managers to ensure they can be the strong and supportive managers that Australian employees need to stay productive, happy and motivated.
Kylie Green is the managing director, APAC, at Reward Gateway.
Jack Campbell
Jack is the editor at HR Leader.
