LinkedIn’s annual Workplace Learning reports on workplace learning and development show that it is the involvement of managers that can be the best way to deepen competences among employees. In a report from last year, we could read that they are a secret weapon on the way to the development of their teams. However, this year’s survey leaves no illusions that the role of managers has only gained in importance.

Already in 2018, two-thirds of employees believed that they would feel more motivated to learn if their immediate supervisor was also involved in their development. In turn, 56% of them indicated that they would spend more time learning if the manager recommended them to complete a specific course to improve their skills. In 2019, as many as 75% of employees admitted that they would be happy to complete a course or training that their leader would propose.

Managers are responsible for introducing changes in the organization, managing the performance and work of the team, and most importantly – for building the involvement of its members and encouraging them to improve their competences. Employee development is increasingly recognized as a strategic tool for the continued growth of the organization, productivity and the ability to retain talent in its ranks. The responsibility for this area lies largely in the hands of managers.

It is the direct supervisor who is the most important factor that affects the employee experience and motivation of employees. According to Gallup data, the involvement of the team in as much as 70% depends on the quality of management and the actions taken by the manager. On the other hand, organizations that struggle with the uncaring attitude of leaders towards teams note that almost 50% of employees are much more likely to apply for a job in another company.

It is obvious that the development of competences is very important for the functioning of the team and the entire organization. However, in the rush of everyday matters, sometimes managers give it too low a priority. In order to involve leaders in the development of employees, it is worth presenting them with specific data on the correctness of such an approach. An argument in the discussion may be studies in which it has been shown that teams interested in their work outperform the competition by 147%, and investing in employee development allows you to increase sales, productivity and facilitates attracting talent to the organization.

A valuable source of knowledge for leaders can also be development platforms that allow for quick data analytics. It is thanks to them that managers have access to competence profiles, test results, as well as the progress indicator in the implementation of development programs. Effective data analytics helps managers make smarter decisions and individually engage with the development of their team members.

Often, managers are placed in their positions due to their extensive expertise. However, one should not forget about equipping them with competences, which nowadays are more and more often called PowerSkills. One of them is coaching, which is a new way to extract the development potential of employees. When asked how they support managers and organizations in achieving high flexibility, L&D (learning and development) specialists answered that 33% of them focus on strengthening the coaching skills of leaders.   

A coaching approach can help increase a manager’s involvement in the development of their team members. It is based on openness and positive interactions between the employee and his supervisor. We are talking m.in about inspiring each other, asking right questions, appreciating, giving guidance and listening carefully to the other party. When managers adopt a coaching attitude, they focus on developing their team members and strengthening their strengths. They want to see how employees acquire new competences, achieve their maximum potential in the context of their current and future position.

Employees who receive daily feedback from their manager are three times more engaged in their work than those who receive it only once a year or less. Lack of feedback can cause frustration for team members, because they do not have knowledge about the expectations of the supervisor and the effects of their work. They also do not know in which direction to develop their competences – and it is this aspect that should be the main goal of providing feedback.

In order to involve managers in the development of employees, companies should build a culture of feedback – promote behaviors and provide tools that facilitate the transfer of feedback among employees, as well as between different organizational levels. Frequent and immediate feedback should also be given to the leaders themselves. Thanks to this, they will be able to strengthen their competences, improve their skills and feel more confident in their role.

An organization that wants to involve managers in the development of employees’ competences should consider whether the training offer planned by it is attractive to people employed in the company. A leader starting a conversation with a team member about talent enhancement should feel that they are able to offer them something interesting that will meet their expectations. It is also worth remembering that the recipients of the development offer are the managers themselves. They have unique needs in this area, which is why they often require non-standard and individual competence building programs.

This is where digital tools, such as development platforms, can come in handy, allowing you to scale and automate the learning process, adapt content to the needs of the organization, as well as set personalized paths for expanding competences. An interesting solution that will strengthen the manager’s involvement in the development of the employee may be to invite him to participate in courses and trainings organized for the team. This helps to better understand the daily challenges and difficulties of employees and to notice previously hidden talents. In addition, it is an opportunity to strengthen the bond, as well as the sense of belonging in the group, without the pressure of everyday tasks.

Most of us will spend up to 81,396 hours at work during our lifetime. The only activity that takes more time is sleeping. From this perspective, it is much easier to understand why growth opportunities are so important for employees. It should be remembered that managers are an integral part of the professional experience of people employed in the company, and their involvement in the development of competences should be a priority. Especially now, in the era of teams working remotely or hybridly, the role of a manager is becoming more important than ever. He is responsible for nurturing the work environment, strengthening the sense of belonging, as well as the willingness of employees to develop competences.

Source: https://hcmdeck.com/blog/jak-zaangazowac-managera-w-rozwoj-pracownika/

Projekt otrzymał dofinansowanie z Norwegii poprzez Fundusze Norweskie 2014-2021, w ramach programu „Dialog społeczny – godna praca”.