Where managers once focused on administrative tasks, the role has now evolved into one that requires managers to function as coaches for their employees. While this transition was poised to develop over time, the pandemic sped up the process in a way that has been jarring for many of those in leadership positions. With so many new responsibilities to take on, HR leaders will have to acknowledge how the shift is affecting managers and then strategize proper support systems or risk losing valuable team members who once showed high potential to satisfy the modern managerial role.
With the rise in remote and hybrid work models, the manager-employee dynamic has a whole new look. Managers have much less control over employees’ workdays, and they must be flexible and exercise empathy as each remote or hybrid employee may have unique circumstances affecting their daily work routine. However, because managers have to supervise employee productivity, they must learn how to use monitoring software effectively and even use AI tools in some cases to analyze employee work quality and productivity levels. Amid these tasks, managers will also need to find the time and resources to help their employees enhance their skill sets and prepare them to grow in their careers.
Finding the right balance among these new responsibilities has been tricky, especially with the growing impact managers have on employee experience. Employees who aren’t properly supported can lose morale, negatively impacting productivity and engagement levels, stress, and even turnover. According to the State of the American Manager report from Gallup, “one in two employees have left a job to get away from a manager,” putting even more pressure on those in leadership roles. Another Gallup survey found that 77% of employees place more importance on support from their managers, and managers have “51% more responsibilities than they can effectively manage.” In the quest to improve the employee experience, HR leaders must not forget the quality of the managerial experience in the process.
When HR leaders delegate these new duties, they must provide the resources managers need to effectively complete their tasks. For example, managers may struggle with finding the time to coach each of their employees. In these cases, HR leaders can provide them with a proposed schedule for a successful coaching strategy. With a clear roadmap available to them, managers can then proceed to meet the coaching expectations set for them. Since coaching requires soft skills (such as flexibility, empathy, and collaboration), HR leaders can also hold training sessions for managers to learn what these skills look like in a supervising role. As for technology, many monitoring programs on the market offer a multitude of features depending on what your business needs. Before choosing one, discuss with managers what features would streamline their management tasks. With a clear idea of what is needed to succeed, HR leaders will be well-equipped with the knowledge to support managers in their new duties.
The workplace is changing, even more since the pandemic, and managers are more of a key player than ever in the employee experience. Managers need proper guidance as they maneuver the shift in what it means to be an effective manager, or else they will find themselves overwhelmed. If HR leaders can listen to where their pain points lie and offer relevant training and resources to help reach the newly set expectations, modern managers will be much better equipped to handle their new responsibilities.
