They should be sure everyone gets celebrated at least once per quarter so nobody feels unappreciated. For example, managers could keep track of each time they recognize an employee for doing good work. Remind your managers to be mindful of how others may perceive the things they do and take meaningful steps to create an atmosphere of inclusivity. Key takeaway: Managers need to recognize that when they play favorites, they play with fire. Favoritism is demotivating and has a negative impact on team morale and company culture. While good managers are able to treat everyone on the team equally, bad managers give preferential treatment to a favorite few.
They close huge deals, always hit deadlines, and are a pleasure to work with. High-performing employees are easy to like. Be sure to instruct people managers to communicate their preferences early on so everyone knows where they stand. Key takeaway: Managers should set clear expectations for employee behavior to minimize friction. Leadership must support and nurture those desires. Top talent thrives on gaining industry knowledge and developing specialized skills.
#People dont quit jobs they quit managers professional
Or you might allow employees to attend professional conferences during normal working hours. Your company could bring in expert trainers on a regular basis.
Key takeaway: To retain top performers-particularly early- to mid-career employees-managers need to provide ample opportunity for on-the-job development. Learning and development were most important to people in the 25-34 age bracket. It’s no wonder, then, that career and personal development is a top priority for so many.įacebook found that learning and development was a top motivator for employees ages 54 and younger.
One of the 10 most common traits of bad managers was “Doesn’t show concern for my career and professional development.”įull-time employees spend approximately one-quarter of their lives at work. Bad managers don’t invest in their people.Īs part of the same People Management Study, respondents selected from a list of 105 traits to describe their managers. Take a look at how the numbers stack up when you compare “I get some feedback, but not as much as I’d like” (6.5) to “I get a little more feedback than I’d like” (7.1). Key takeaway: When in doubt, it’s better to give more feedback than less. Or, if you don’t think employees will tell the truth, consider sending a quick survey they can answer anonymously. If you’re unsure whether your managers give the appropriate amount of feedback, have them ask their employees during 1:1s.
0 kommentar(er)
