HR FEATURES
People deserve a better experience than they often have at organisations
D
octor Ashley Prisant, Instructor of
problem with this is that dissatisfied staff tend to
role. When questioned, these managers brought
leadership, business, and human
be less productive and could add to an unhelpful
the conversation back to training with 92% saying
resources,
Extension
working culture. But, if people are unhappy,
it was important, but only 41% say that they had
School, explained, “Should others
why do they stay? The research reveals that 61%
received training of any kind within the last
be taking care of managers? Are
of managers stay because they work well with
month. One in four managers stated that they had
they doing enough to take care of themselves? A lot
the people they manage. Alongside this, ‘having
never received any form of managerial training at
of people say, ‘my senior people don’t support me’,
freedom and authority to make decisions’ and ‘the
all, either before or after getting promoted. 76%
but they do nothing to improve their own world.”
right amount of work-life balance’ were the second
of those questioned wanted more training and
and third most popular answers, respectively.
development opportunities.
HR profession and a puzzle that may never be fully
Managers are usually the people that staff turn
The solution, according to TalentLMS, when
solved. However, modern times require a modern
to when they have problems at work. There will
looking at the research, comes in a few different
outlook and talent welfare is high on the agenda
inevitably be times when those managers also need
forms. HR teams need to develop talent
for most organisations. We learned recently,
someone to turn to, and it turns out that they also
retention plans that take into account the
during our Cornerstone OnDemand event, that
turn to their own managers for guidance. Over
feedback seen here and reflect the needs of their
talent needs motivation and encouragement in
a third of survey respondents said that they turn
talent. That means communicating with your
order to be most successful and productive for
to their manager when they feel overwhelmed. A
talent and directly asking them what they want.
the company. Heidi Spirgi, Chief Marketing and
quarter said they turned to a co-worker who was
Many of those surveyed for this research gave
Strategy Officer, Cornerstone OnDemand told
also a friend, whilst 7% admitted that they had
their views and the top three areas they want to
us, “People deserve a better experience than they
nobody to rely on. This latter group presents a
see improved are:
often have at organisations,” with this sentiment
worrying statistic as having no one to turn to in
reflected in the statistics.
times of stress and feeling overwhelmed can lead
Harvard
The question of happiness at work is as old as the
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harmonious relationships at work—first with the team and then with upper management;
to burnout and isolation. Of this group of isolated The purpose behind this research then, is to investigate
managers, three-quarters of them have intentions
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a culture based on inclusion; and
how companies can take better care of their top
to leave their company within the next year, making
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being more involved in strategy and decisions.
performers and prevent them from leaving. Ana Casic,
them a high-risk group for HR teams dealing with
Media Relations at TalentLMS, elaborated, “We also
retention and staff welfare. These same people
As ever, the modern worker wants a greater focus on
wanted to look into whether new managers are getting
also admitted that they were happier before they
human relationships. It does not seem to be all about
managerial training that will help them with the
became managers (51%) and that isolation started
pay and benefits. ‘Better training’, ‘more frequent
challenges of a new demanding role. It turns out that
after their promotion (62%).
development opportunities’, ‘positive workplace culture’ and ‘being listened to’ come up time and
employers aren’t delivering, as 1 in 4 managers never received any management training at all.” This, again, fits
Going back to the original premise that half of all
again as factors that would improve retention. There
into what we were told by Spirgi when she said, “We need
managers intend to leave, it is important to know
is still time to save your best managers from leaving.
to re-tool the workforce. We transformed technology,
if these people are new to management or have
Take the opportunity to improve the environment
but we left the people behind.” Training is leaving people
a lot of experience. The statistics show us that,
for everyone and retention figures may not look so
feeling uncertain, unprepared and ultimately unhappy.
within this group of intended leavers, only 37%
disappointing in the future.
are new to the role or have less than three years Training is just one part of the puzzle, but even
experience. Those at greater risk of leaving are
unhappy talents stay in their current roles. The
the ones with five or more years in a managerial
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