Middle managers play crucial role in talent development
Over a third of managers said their time is spent “completing HR activities” that impede their ability to focus on people-related management tasks.
Talent shortages and skills gaps are some of the biggest concerns companies face today – yet there’s a disconnect on who is responsible for addressing these issues. According to a new study released by Beamery, middle managers play a more crucial role in talent development than they get credit for.
“What separates great companies from average companies? Often it’s an understanding that growth, progression and productivity are not the sole remit of HR, but the responsibility of middle managers,” said Abakar Saidov, Co-Founder and CEO of Beamery. “Investing in, and empowering managers is a crucial strategy for businesses looking to overcome talent challenges – not just at the top, but everywhere in the organization.”
The study found that nearly 60% of the C-suite believe HR is responsible for retaining top talent, with only 9% saying it was the responsibility of front-line managers. Yet it’s often managers who hold critical perspectives on how to retain top talent.
The majority – 80% – of managers recognize they have skills gaps on their teams. In order to implement solutions, managers must have a total understanding of the unique strengths and skills of their team members – yet 27% say they don’t. Over a quarter of managers say they want to up and reskill their team members, but don’t have the right programs in place to do so, according to the study.
The study found that most managers want to play a crucial role in their company’s success – reporting that the most important parts of their job include strategic planning, providing individual feedback and coaching as well as improving work quality. Yet over a third said their time is spent “completing HR activities” that impede their ability to focus on people-related management tasks.
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With proper insights and support, Beamery recommends that middle managers can reach their full potential as “connectors” who identify talent, develop employees and plan for skills needed in the future.