Tackling the rise of the ‘accidental manager’

Laura Miller at SD Worx argues that when there is clear strategy behind development of roles, accidental shifts can be avoided

 

‘Accidental managers’ are a relatively new phenomenon in the world of HR and business management. As a result of the ongoing ‘talent drought’, squeezed budgets, and difficulties finding employees with the right managerial skills, many employees are slipping into more senior roles for which they can find themselves unprepared, untrained, and, sometimes, uninterested.

 

The role of an accidental manager happens when career paths for results-oriented and high-performing employees become confused, and staff are suddenly promoted up the ranks. Clearly, not just anyone can be made a manager overnight and be a success. Staff need to undergo proper training to be effective leaders, but all too often this upskilling can fall through the cracks. 

 

So, why are we seeing an uptick in accidental managers and how can businesses avoid giving employees managerial responsibilities before they are truly ready? The answer lies in effective training, coaching, and employee engagement.

 

The ‘accidental manager’ effect

Across Europe, the rise of the accidental manager boils down to resourcing challenges. Our research shows that half of companies do not have enough personnel to handle all their necessary tasks, while 43% of European employers state they have trouble attracting employees.

 

It’s no wonder that talent droughts within companies are creating accidental managers, promoted to cope with shortages and jumping into roles that have received little external interest.

 

These untrained managers find themselves responsible for the productivity, wellbeing, career development, job satisfaction and motivation of the individual team members they now lead. The result? Unhappiness in roles, burnt-out staff, and increased attrition.

 

For instance, YouGov research has found that 28% of workers have left a job because of a negative relationship with their manager, with over half (52%) of managers claiming they have had no formal management or leadership training. 

 

How do we effectively support the new wave of managers?

The correlation is clear: better-trained managers results in increased loyalty and happier workforce. The key to countering this emerging trend will come down to HR planning and foresight, where proper paths to management are set in place, and managerial training and skills are explored and invested in.

 

With no clear path and a lack of sustained, varied training in a company, this is a surefire way to increase burnout and witness a slump in productivity.

 

When there is a clear strategy behind the development of roles and career paths, then accidental, unexpected shifts can be avoided. This is why companies need to work out the shifts in processes and company culture that are necessary to ensure that staff feel fully supported — no matter their role.

 

The right tools and training can bring efficiency and give established managers a sense of control over their employees’ personal career development.

 

Who is responsible for effective training programmes?

Recognising the need for training is vital, but who is responsible for ensuring that employees are ready for their next step?

 

Training should not solely lie on the shoulders of HR professionals. HR teams are often responsible for setting up training initiatives, but it is line managers who can make a real impact on the training process for all staff members.

 

Line managers are often experienced team leaders, responsible for supervising less experienced staff and able to build a more personal relationship with employees. They understand what that employee likes and doesn’t like, where they want to go and what they want to achieve, and then can provide the right training to avoid any accidental manager pitfalls. 

 

Coaching is another effective tool to upskill managerial candidates. It creates opportunities to increase skillsets and engage with staff more powerfully, boosting employee engagement and setting a whole new tone in company culture — especially important when one-third of employees have no desire for training in the first place.

 

By creating a positive, collaborative, and people-first culture, organisations can allow excellent learning-orientated behaviours to flourish. Incorporating elements like reverse mentoring allows everyone to learn from each other, giving less experienced employees the skills they need to succeed as managers, and management teams insight into fresh ways of working.

 

And when over half (54%) of employees prefer learning that is guided by a coach, expert, or teacher, this approach is vital to boost engagement. By forming these deeper, personal relationships employees are also more likely to stick with a company for longer and move into senior roles more naturally, armed with the skills and knowledge to truly succeed.

 

Ultimately, promoting internal staff is the preferred choice for employers in the talent drought — but we must ensure that employees are ready for a promotion. It’s up to HR and senior leadership teams to give employees the skills they need to excel in management roles through clear promotion paths, training, and coaching.

 

Not only is this vital for employee retention and engagement — but for business survival.

 

---

 

Laura Miller, People Country Leader (UK) at SD Worx

 

Main image courtesy of iStockPhoto.com