Focus opinion
By Pam Jones (February 2005 Issue)
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Never has people and performance management been more fraught with difficulties. Well-crafted and integrated systems are seen as a cornerstone to effective performance management. However, the deciding factor and common denominator is the manager’s ability to create an environment in which performance can flourish.
As US Secretary of State Colin Powell put it: ‘Endeavours succeed or fail because of the people involved.’
The role of the manager in developing talent and delivering bottom-line results has been illustrated by the research of Buckingham and Coffman.1 They demonstrated measurable improvements in business development and profitability as a result of good people management. Yet despite this recognition, managers are finding it increasingly difficult to focus attention on their teams. A research project conducted at Ashridge showed that managers readily recognise their role in the jigsaw of organisational success, with 99 per cent of respondents agreeing that people management skills are important qualities of successful leaders.2 However, the reality of everyday life presented barriers in achieving this ideal, with a combination of factors detracting from this important aspect of their role.
Our research showed that the following issues were impacting on managers and taking people management off the agenda.
* Focus on short-term operational issues.
* Cost reduction leading to less investment in training and development.
* Time pressures and work overload.
* Lack of senior management support.
* Lack of recognition in the organisation.
* Organisational change.
Constant attention to delivering targets means that many managers feel the motivational aspects of management are a luxury they don’t have time for. Operational issues – being too busy is an excuse for not taking time to manage people.3
Environmental, structural and socio-economic changes are also impacting on the role of the manager. Some 75 per cent of our research sample identified the intensity of competition, managing change and dealing with uncertainty as being more challenging than three years ago. In addition, the growth of more complex teams has introduced new issues. Some 69 per cent of our sample worked in five or more teams. This clearly creates a cause for concern when other research indicates that individual effectiveness diminishes when managers are stretched across teams, particularly more than three teams.4
Given these difficulties, we have an enormous responsibility in helping managers adapt to the changes and pressures they encounter. The suggestions below have been developed from a combination of our research and work with both individual managers and organisations. The ideas reflect the growing recognition that new approaches are required to meet the different challenges facing our managers. There is no longer a one-size-fits-all approach to managing people and performance.
* Take note of how your organisation may be changing. If the growth of more complex team structures is evident, ensure that managers are given the support and training to cope.
* Re-address your approach to performance management training. Help participants to develop new ways of managing performance, reflecting the reality and requirements of a more fragmented, dispersed workforce.
* Many of the performance and people issues managers currently face don’t have easy answers. Today’s managers are working in uncharted territory, often with little support. Action learning sets, in which a small group of managers work with a facilitator to provide a forum to share experience, gain support and develop new approaches.
* One-to-one coaching for managers helps them to deal with the dilemmas of managing their role and, in particular, the issues around people and performance.
* Re-appraise your measurement and reward systems. If people skills are truly valued they need to be reflected in the organisational systems and practices. One organisation I worked with successfully achieved this by building such competencies into the appraisal system through the use of 360-degree feedback. Some 30 per cent of the annual bonus was then allocated to the people management element of the role. It certainly made people realise that this was a key issue for their individual success and for the organisation as a whole.
* Ensure that managers are aware of their impact on performance, that the time and effort they put into their team will be repaid by more positive results on the bottom line.
* Raise the issue of people management at board level as a strategic concern. Research is indicating clear bottom-line results associated with improved management skills so it is imperative that people and performance has a place on the organisation’s overall agenda.
As one of our respondents cited: ‘People management must be an integral part of the organisation’s approach.’ It is no longer a ‘nice to have’ but a ‘must have’ if we want to ensure the future success of our organisations.
References
1. Marcus Buckingham and Curt Coffman, First, Break All the Rules, Simon & Shuster, 1999.
2. Pam Jones and Viki Holton, People Are Our Greatest Asset, Ashridge Research, 2002.
3. Ibid.
4. Sue Canney Davidson and Karen Ward, Leading International Teams, McGraw-Hill, 2000.
Pam Jones is programme director for the performance through people programme at Ashridge and author of a number of books including Delivering Exceptional Performance (Times Pitman 1996), The Performance Management Pocket Book (1999) and The Impact and Presence Pocket Book (2004). She is currently working on a publication for Pearsons, focusing on providing a new performance management toolkit for managers. She works with a range of clients on an organisational, team and individual basis in the areas of performance management, team building, leadership, coaching, influencing and developing impact. Pam can be contacted on +44 (0) 1442 843 491 or at Pam.Jones@ashridge.org.uk
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