CIPD Research misses a key point
Recent research from the CIPD reveals that 36% of line managers have not received any training for their role and that if line managers are aiming to be effective, then the time that they are being allowed to gain that effectiveness is being lost in what the CIPD call “task orientated priorities” – doing their day jobs in other words.
Let’s look at the glass half full approach to this research – if 36% of line managers have received NO training for their role – can we conclude that 64% have received SOME training? At least the L&D community may be making some progress with line managers!
There’s no need to re-offer the whole piece from the CIPD. Readers can connect here: http://www.cipd.co.uk/hr-resources/research/real-life-leaders.aspx but in supporting the general theme of the piece by CIPD Research Associate Ksenia Zheloukhova, we at TWM would want to add a dimension to the discussion which seems to have been overlooked.
Line Manager engagement in the process of self-improvement and development of those they manage and guide, is well worth more attention.
The CIPD research announces that nearly half of organisations surveyed (48%) “confessed that individuals were promoted into managerial roles based on their performance record rather than people management or leadership skills.”
They go on to say: “It’s time for business to identify and address the roots of bad management, recognising that a more consistent approach to training and supporting leaders at all levels of an organisation is needed to drive sustainable performance.”
“Hooray to that,” says TWM’s blogger, but before spending too much time on the ‘consistent approach to training’ – we say engage the line managers in the first place. At TWM our mantra is
“delivering improved performance against defined business goals.”
There is a clear need for a bit more joined up thinking highlighted by the CIPD research. If promotion into managerial roles is widely being driven by performance – this is good news – organisations and businesses have to succeed. What some organisations are failing to do at the same time as promoting their commercially successful managers, is engage them in the personal development process for themselves and those they lead. Those of us in the organisational performance community have much to offer here.