How bad managers are damaging employee health
Mon Apr 22, 2013 5:43 PM
A lack of leadership and management skill is having an impact on 93% of UK businesses, says a new ILM survey. Helen Mayson reports
With UK plc operating in an increasingly competitive global marketplace, great leaders and managers are more important than ever.
But a new survey suggests that UK businesses are failing to capitalise on internal talent, with poor skill levels having a negative impact on 93% of UK businesses.
The Leadership & Management Talent Pipeline, published by the Institute of Leadership & Management (ILM), asked 750 managers with responsibility for talent management about their current management capability and their ability to compete against other nations.
The survey revealed almost half (47%) of UK businesses felt a current lack of internal staff capability to move up in the organisation was halting the supply of effective leaders and managers through their businesses, with only half (55%) of all management positions recruited internally.
“Now more than ever, businesses should be investing in leadership and management development at all levels to ensure strong business performance and effectiveness,” says Charles Elvin, chief executive of the Institute of Leadership & Management.
Now more than ever, businesses should be investing in leadership and management development at all levels to ensure strong business performance and effectiveness
Businesses with strong internal talent plans can also reap the benefits of improved company culture and employee loyalty.
Charles Elvin, chief executive, Institute of Leadership & Management.
“Developing leadership capability at all levels enables organisations to promote from within instead of relying on external recruitment, which can be expensive and risky. Businesses with strong internal talent plans can also reap the benefits of improved company culture and employee loyalty.”
However, 43% of organisations said they had no form of talent plan at all, failing to prepare managers for future positions in the organisation. It’s particularly prevalent at first line management level, with fewer than one in five (18%) prospective managers receiving any form of management training before being appointed to post.
“The clear link between management and leadership capability and productivity means that organisations should be fully focused on developing managers not just for their current role, but for the future of their organisation,” says Elvin. “The UK needs to address the current shortage of management and leadership skills revealed in this survey in order to compete on the international stage.”
For more on the ILM research, visit www.i-l-m.com/talentpipeline