人力資源領(lǐng)袖月刊：易于管理輕松應(yīng)對(duì)+HR+Leaders+Monthly：Making+Management+Manageable

July2023

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oneachofthesepointsindetail.We

explorecasestudiesoforganizations

thatareinnovatinginmanagerselectionandtraining,andweheardirectlyfrom

HRLeadersMonthlyJuly2023|2

Editor’sNote

BeforetheCOVID-19pandemic,rapidchangesinthewaypeoplework

werealreadytransformingthemanager’srole.Improvingproductivity

andhiringcriticaltalentwerebecomingmorechallenging.Technology

wasalreadytakingoversomeofmanagers’administrativebusywork,andtalentanalyticswasmakingtheirjobsmorestrategicanddata-driven.

Artificialintelligencewasevenbeginningtoencroachonmanagers’domainasorganizationsexperimentedwithusingittomakehiringdecisionsorassessandmanageperformance.HRleadersbegantowonderwhatmanagerswoulddointheworkplaceofthefuture.

Thencamethepandemic,andmanagerswerehitwithanotherdisruption

—thisonefastandsudden.Theforcedtransitiontoremoteworkcreatedavarietyofmanagementchallenges,whichtheevolutionofhybrid

workmodelsoverthepastthreeyearshasnotfullysolved.Managers

tookonmoreandmoreresponsibilitiesinthepandemic-eraworkplace,andemployeescametorelyontheirmanagersevenmoreforsupport,guidanceandtransparency.Organizationsneedgreatmanagersnow

morethanever,buttraditionalmanagerdevelopmentprogramsarenotdeliveringtheoutcomesHRleadershopetosee.

Quartz’sRachelBerens-VanHeestabouthowhercompanyclearsawayprocesshurdlesbyeliminating“stupidrules.”

Wealsolookatwaysmanagerscan

moreeffectivelysupportemployees

throughouttheperformancecycle,and

formerKimberly-ClarkChiefHROfficer

LizGottungdiscusseswhatorganizations

candotolightentheloadontheiroverburdenedmidlevelmanagers.

Ourresearchintomanagereffectiveness

inthisnewenvironmentfindsthatHR

leadersarestrugglingtodevelopstrong

managersbecausethemanager’sjobhas

become,inmanyways,unmanageable.To

makeprogressonthiscriticalpriority,HR

leadersneedtothinkstructurallyabout

whatmanagersareaskedtodoandhow

theyareexpectedtodoit.Theymust

makesuretherightpeoplewiththeright

skillsandcareerinterestsarepromoted

HRleadersknowmanagersareessentialtotheirorganizations’success.These

insightswillhelpthemmakethese

criticalrolesmoremanageableandmoreeffective,benefitingemployees,managersandtheorganizationasawhole.

JonahShepp

intomanagerroles,notjustthehighest-

performingorlongest-tenuredindividual

contributors.Theymustretargetmanager

developmenttowardbuildinglong-lasting

habitsandidentifyandeliminatethe

processhurdlesthatwearmanagersdown

andleadtofatigueandinefficiency.

ThisissueofHRLeadersMonthlypresents

thefullscopeofthisresearch,touching

Contents

HowtoBuildanOrganization

ofGreatManagers

4

HowTheConnectorApproach

EnsurestheManagerRoleStays

Manageable

13

StrengthenYourManager

PipelinebyPromotingEmployee

Self-DiscoveryforRoleFit

15

QuantCorner:MeetingEmployees’

NeedsforManagerSupportin

aHybridEnvironment

22

ExecutiveSponsorPeterAykensEditorinChiefJonahShepp

ManagingEditorCarolinaValencia

AssociateEditorTessLawrence

ContributingEditorCharlieBeekman

25

FocusonManagerHabit

Building,NotJustSkillBuilding

Authors

SwagatamBasuAtrijitDas

ZacharyFriedmanBhaktiLaul

Design

31

‘KillaStupidRule’:

AnInterviewwithQuartz’sRachelBerens-Vanheest

36

3WaystoIncrease

ManagerImpactAcross

thePerformanceCycle

44

LighteningtheManagerialLoad:AnInterviewWith

LizGottung

WalterBaumannRobertBirckhead

SuejungKim

AmandaKing

DionLove

SamanthaLustigKashikaMehta

CarolineOgawaTrishaRai

JonahShepp

TommySullivan

CarolinaValencia

Editor

MeghanCortez

ProjectManagers

LaurenAbel

LindsayKumpf

49

MetricsoftheMonth:HR

LeadersAssessingtheImpactof

GenerativeAIontheWorkforce

HRLeadersMonthlyJuly2023|3

HowtoBuildan

Organizationof

GreatManagers

bySwagatamBasuandJonahShepp

Managerstodayarestrugglingwithunmanageableroles,

andtraditionalstrategiesforimprovingmanagereffectivenessaren’tworking.Tobuildanorganizationofgreatmanagers,

CHROsmustresetroleexpectations,rebuildthemanager

pipeline,rewiremanagerhabitsandremoveprocesshurdles.

TableofContents

HRLeadersMonthlyJuly2023|4

SincetheCOVID-19pandemic,organizationsand

employeeshavereliedmoreonmanagerstosolve

workforcechallenges.LargemajoritiesofHRleaders

saytheirorganization’sexpectationsofmanagershaveincreasedinawidevarietyofareas.1Organizations

expectmanagerstodomoreofthecriticalworktheywerealreadydoing,suchasmanagingchangeand

disruptionorattractingandhiringcriticaltalent.

Managersalsofacenewexpectationsastheylearntomanagehybridteams,provideflexibility,protectemployeewell-beinganddeliveramorehuman

employeeexperience.Employeesalsorelymoreontheirmanagersthanbefore,with77%sayingithas

becomemoreimportantforthemtoreceivesupportfromtheirmanagers.2Thismeansmanagersare

feelinggreaterpressurefromaboveandfrombelow.

Managershavealsoseentheirresponsibilities

increaseinthepastthreeyears:Theyhavetomakemoredecisions,takeonmoretasksandmore

complexresponsibilities,andmanagegreater

numbersofdirectreports.2Comparedtoindividualcontributors,managersareroughlytwiceaslikelytoreportincreasedresponsibilitiessincebeforethepandemic(seeFigure1).

?Figure1:IncreaseinResponsibilitiesComparedtoBeforetheCOVID-19Pandemic

PercentageofRespondentsReportinganIncrease

IndividualContributorsManagers

53%

53%

60%

49%

41%

35%

28%

25%

30%

22%

18%

N/Aa

0%

Numberof

DirectReports

ThatIManage

Numberof

DecisionsThat

INeedtoMake

NumberofTasksThatINeedtoDo

Numberof

ResponsibilitiesThatIAmAccountablefor

Complexityof

ResponsibilitiesThatIAmAccountablefor

n=2,812individualcontributors;3,544managers

Source:2022GartnerBuildinganOrganizationofGreatManagersEmployeeSurvey

aManageronlyquestion

TableofContents

HRLeadersMonthlyJuly2023|5

LeaderandmanagereffectivenessisHRleaders’

No.1priorityin2023.3HRleadersrecognizethattheirmanagersarestretchedthin,andtheyknowthey

mustsolvethiscriticalproblem.Andmanagersare

showingsignsoffailure:54%ofHRleaderssaytheirmanagersaresufferingfromwork-inducedstressandfatigue,while45%ofmanagerssaytheyspendmoretimemanagingprojectsthanpeople.1,4

Thebottomline:Managers’jobshavebecome

unmanageable.Toimprovemanagementoutcomesandavoidlosingmanagerstoburnout,CHROsmustconfrontthisrealityhead-on.

MaketheManagerJobManageable

MostHRleadershaverespondedtomanagers’growingburdensbyincreasinginvestmentsin

managerdevelopmentprograms,butonlyonein

fourHRleadersfeelsconfidenttheseinvestmentsarepayingoffwhile75%ofmanagerssaytheseprogramsarenotfullyeffective.1,4Managerdevelopmentisstillnecessaryandvaluable,butitisnotenough.

TableofContents

Insteadofjustgivingmanagerstheskillstomanagetheunmanageable,organizationsneedtomakethejobmoremanageableinthefirstplace.Improving

jobmanageabilityisfivetimesmoreeffectiveat

improvingmanagereffectivenessthanbuildingskillsproficiencyalone(seeFigure2).

HRleaderscanincreasejobmanageabilityinfourmainways:

?Resetroleexpectations.Realignmanager

responsibilitiestobest-fitconnectionsandtasks.

?Rebuildthemanagerpipeline.Equipemployeestoself-discoverifmanagementisrightforthem.

?Rewiremanagerhabits.Buildlong-termhabits,notjustskills,tosustainablychangemanagerbehaviors.

?Removeprocesshurdles.Eliminateprocessesthatgetinthewayofmanagers’highest-valuework.

?Figure2:MaximumImpactonManagerEffectiveness

30%

15%

0%

Jobmanageabilityisfivetimesmoreeffectivethan

skillsproficiencyinimprovingmanagereff

ectiveness.

21%

4%

SkillsProficiency:

Managerproficiencyat

must-haveskillsrequired

fortheirjobs

JobManageability:

Ajobthatmanagersfind

tobefocused,executable

andsustainable

n=3,186managers;6,356employees

Source:2023GartnerBuildinganOrganizationofGreatManagersManagerSurvey;2022GartnerBuildinganOrganizationofGreatManagersEmployeeSurvey

HRLeadersMonthlyJuly2023|6

ResetRoleExpectations

Thefirstofthesestrategiescomesfromoursixyearsof

researchintowhatmakesaneffectivemanager.Inthat

research,weidentifiedfourarchetypalmanagementstyles:

?Always-Onmanagerscontinuouslycoachtheiremployees.

?Teachermanagerscoachtheiremployeestoworkthesamewaytheydo.

?Cheerleadermanagersprovideautonomyandempowermenttotheirteammembers.

?Connectormanagersdiagnoseemployeeneedsand

connectthemwiththebestpeople—onorofftheirteam—tohelpthemmeetthoseneeds.

Toputitsimply:Managersmaystruggletodotheirbest

becausetheyhavetoomuchtodo,allthetime.Fifty-

eightpercentofHRleaderssaymanagershavingmore

responsibilitiesthantheycanmanagemakesitdifficult

forthemtoleadhigh-performingteams.1Managerswhose

organizationsfocusonresettingtheirroleexpectationsare

1.4timesaslikelytofindtheirjobsmanageableasthose

whoseorganizationsdonot.4,2

Ourresearchhasidentifiedtwoeffectivestrategiesfor

resettingroleexpectationsformanagers:

?Empowermanagerstoconnectemployeeswithothersforcoachinganddevelopment.

?Rescopethemanagerroletofocusonhigh-impacttasksthatmanagersareuniquelypositionedtoexecute.

TableofContents

HRLeadersMonthlyJuly2023|7

25%

26%

21%

28%

24%

26%

19%

31%

ConnectorCheerleaderTeacher

Always-On

100%

50%

0%

OurresearchhasfoundConnector

managerstobedramaticallymore

effectivethanthethreeothertypes.BeingaConnectormanageralsohasapositive

impactonmanagers’abilitytoprevent

responsibilityoverload,maintainahealthywork-lifebalanceandconfidentlyleadtheirteamstofuturesuccess.4,2Unfortunately,

organizationshavenotbeendevelopingmoreConnectormanagers.Instead,overthepastsixyearswehaveseenasteadyincreaseintheproportionofAlways-Onmanagers(seeFigure3).

Rescopingthemanagerroleinvolves

analyzinghowmanagersarespending

theirtimeandredesigningtheirrolesto

focusontheactivitiesthataddthemost

value.AnexampleofhowtodothiscomesfromthesalesfunctionatExpedient.

?Figure3:DistributionofManagerTypesOverTime

PercentageofManagers

25%

29%

22%

24%

2020

(Pandemic)

2022

(Postpandemic)

2017

(Prepandemic)

n=7,309employees(2017);4,787employees(2020);6,356employees(2022)

Source:2017GartnerManagerEffectivenessSurvey;2020GartnerMangeroftheFutureSurvey;

2022GartnerBuildinganOrganizationofGreatManagersEmployeeSurvey

TableofContents

HRLeadersMonthlyJuly2023|8

CaseinPoint

Expedient

Expedient’sManagerRoleClarityExercise

Expedient’sheadofsaleswasconcernedthatmanagers

werespendingmoretimeonadministrativetasksthanoncoachingsellerstoclosedeals,sotheHRteamdevelopedaprocessformeasuringandadjustinghowsales

managerswerespendingtheirtime.First,thecompanyusedadecisiontreetodeterminewhetherspecific

activitiesbelongedwithmanagersatall:

?Cantheactivitybeautomated?

?Isitbestexecutedatscale?

?Doestheknowledgerequiredforthistaskexistoutsidethemanagerrole?

Iftheanswertoanyofthesequestionsis“yes,”theactivityisautomatedoroffloadedtoacenterofexcellenceora

specializedrole.Onlytheactivitiesthatrequiremanagers’uniqueexpertiseremainassignedtothem.

expedient

Expedientfollowedupbysurveyingsalesmanagers’directreportstoseewhichoftheirmanagers’activitiestheyfoundmore

orlessvaluable.Thisgavethecompanydataonwheremanagerswereeffectivelyhelpingsellersmeettheirgoalsand

wheretheywerenot.Finally,Expedient

conductedatimeauditinwhichsales

managersdocumentedhowtheyspenttheirtimein15-minuteincrementsover

threemonths.Thisexercisehelpedholdmanagersaccountablefordevotingtheirtimetohigh-valueactivities.

TableofContents

RebuildtheManagerPipeline

Mostemployeesaspiretomanagementroles,butmany

managersexperienceregretonceintherole.Twooutof

threeemployeeshopetoadvancetheircareersaspeoplemanagerssometimeinthefutureorassoonaspossible,

whileoneinfivemanagerssaytheywouldprefernottobepeoplemanagers,giventhechoice.2,4

Wecaneasilydiscernthecauseofthisregret.Organizationspromoteemployeestotheirfirstmanagerialroleslargely

onthebasisofhighperformanceasindividualcontributors,buttheskillsneededtoexcelasamanagerarenotthe

sameastheskillsthatenabledemployees’priorsuccess.

Whenemployeesarepromotedtomanagerroleswithincongruentskills,insufficientexperienceandlimitedinterestinmanagingpeople,evenhigh-performing

individualcontributorscanstruggletoadjust.

Tobuildamoreeffectivemanagerpipeline,organizationsshouldallowmanagerstoself-discovertheirfitforthe

role.Managerswhoself-discovertheirfitare2.3timesaslikelytofindtheirjobsmanageablethanthosewhodo

not,andself-discoveryhasagreaterimpactonmanagersuccessthanwhetheremployeeswerehigh-performingindividualcontributors.4,2

HRLeadersMonthlyJuly2023|9

Self-discoveryentailsthreeessentialcomponents:

?Arigorous,employee-drivenprocessthatinvitesemployeestooptintothemanagertrackratherthanpushingthemintomanagerrolesastheonlywaytoadvancetheircareers

?Dedicatedskill-buildingactivitiesforthehardestpartsoftherole,includingvulnerability,authenticityandhavingtoughconversations

?Allowingpotentialmanagerstooptoutofmanagementiftheydiscoverthepathisnotagoodfitforthem,withoutbeingpenalized

RewireManagerHabits

Atmostorganizations,managershavenoshortageof

trainingmaterialsavailabletothem,andHRfunctions

haveinvestedinmakingthesematerialsconsumableandaccessibleon-demand.Yet,managersstillfeelliketrainingistootime-consumingandaddsonemoreitemtotheir

alreadyoverloadedschedules.Traininggoesunusedandmanagerbehaviorsremainunchanged.

Insteadofrelyingsolelyontraditionaltraining,organizationsshouldfocusonbuildingnewmanagerhabits.Thebetter

anorganizationbecomesatbuildingthesehabits,themoremanageablethejobbecomes.Thegoalofhabitbuildingistoactivatethesubconsciousandingraindesiredbehaviorsthatbecomesecondnatureformanagers,sotheyperformthemwithoutthinkingaboutthem.Managersatorganizationsthatareeffectiveatbuildinghabitsreport71%higherlevelsofjobmanageabilitythanthosewhoseorganizationsarenot.4

Tobuildmanagerhabitseffectively,organizationsshould:

?Startsmallandfocusononehabitatatimetoavoid

overwhelmingmanagersandtoensurenewroutinesstick.

?Limittheamountoftimemanagersspendonhabit

buildingeachweek.Progresscomesfromconsistentpracticeoverweeksandmonths,notdevotinglargeblocksoftimetopractice.

?Buildcuesforhabitbuildingpracticeintoexisting

workflowsandstacknewhabitsontoexistingroutines.

Forexample,StateFarmbuildsmanagers’capabilitiesaspeopleleadersthroughaseriesofprogramsthatfocusongoodhabitstheycanincorporateintoeverydayroutines.

TableofContents

HRLeadersMonthlyJuly2023|10

RemoveProcessHurdles

Anyonewhohasworkedatalargeorganizationhas,at

somepoint,wondered:Whydowedothingsthisway?

Organizationalprocessesusuallyexistforagoodreason,butemployeesmaystillfindthemfrustratingtonavigate.Managers,bythenatureoftheirroles,havetoengagein

manyprocesses,andtheycaneasilybecomefatiguedanddistractedfromtheircoreresponsibilitieswhenprocessesaretoocumbersome.Theprocessesfeellikehurdles

managershavetocleareveryday,andthepresenceofthesehurdlescanincreasemanagerfatiguebyasmuchas42%.5

HRleadersarewell-awareoftheproblem,with55%sayingslowandinefficientorganizationalprocessesmakeit

difficultformanagerstoleadhigh-performingteams.1

Meanwhile,59%ofmanagersreportspendingasignificantamountoftimedoingtasksthatqualifyas“worktodo

work”—thatis,theday-to-daytasksoutsidetheordinary

scopeoftheirrolethatarerequiredjusttogetthingsdone,particularlyinahybridenvironment.5

Organizationscanmakemanagers’liveseasierthroughan

exerciseknownas“killastupidrule.”Astupidruleisonethat:

?Addsnovaluetoagivenprocess

?Hasarbitrarydeadlines

?Takesawayattentionfromhigher-valuetasks

?Frustratesendusersandprocessowners

Killingstupidrulesrequiressomeefforttoinvolvetherightstakeholdersandclearthewayforeliminatingruleswithoutalengthyprocess.However,thateffortpaysoff:Managersare1.4timesaslikelytofindtheirjobsmanageablewhen

theirorganizationtakesstepstosimplifymanagerialtasks.4

TableofContents

HRLeadersMonthlyJuly2023|11

FirstStepsToward

BuildingManageability

Togetstartedonmakingmanagers’jobsmoremanageable:

?Reviewandreflectonyourorganization’scurrentapproachtomanager

effectiveness.Howdoestheorganizationmakemanagers’jobsmorefocused,

sustainableandexecutable,andhowcanitdobetter?

?Sharetheseinsightswithotherseniorleaderstogeneratesupportforand

gaugeorganizationalreadinessto

resetroleexpectations,rebuildthemanagerpipeline,rewiremanagerhabitsandremoveprocesshurdles.

?Solicitmanagerfeedback.Askthem

abouttheirmostburdensometasks

aswellaswhatresponsibilitiespull

focusfromtheirpeoplemanagement

responsibilitiesandwhatprocesshurdlesfrustratethem.Asknewmanagers

whetheryourcurrentmanagerselection

processadequatelypreparesthemfor

theseroles.Gatherfeedbackonmanagerdevelopmentprogramsandhow

effectivelytheydrivebehavioralchange.

ThesefirststepswillenableHRleaders

toidentifywheretheorganizationneedstochangetacticsandwhatkindsof

investmentswillhavethegreatestimpactonjobmanageability.

12023GartnerManagerEffectivenessandTechnologyOwnershipSurvey.Thissurveywasconducted

tounderstandvariousaspectsoforganizations’

approachestoachievingmanagereffectivenessandtheownershipofHRtechnologyinitiativesatorganizations.Theresearchwasconductedonlinefrom23February

2023through30March2023among98HRleadersfromvariousgeographiesandindustries.

22022GartnerBuildinganOrganizationofGreat

ManagersEmployeeSurvey.Thissurveywasconductedtolearnaboutemployees’experienceswiththeir

managersaswellashowtheyaresupportedbythe

managers.Theresearchwasconductedonlinefrom

6December2022through27December2022among6,356respondentsfromvariousgeographies,industriesandfunctions.

32023GartnerHRPrioritiesSurvey.Thissurveywas

conductedfrom5July2022through29July2022andincludesresponsesfrommorethan850HRleaders

across44countriesandallmajorindustries.MultipleHR

leadershiprolesarerepresented—41.0%areCHROs

and15.6%areheadsoftalentmanagement.Thefirms

representedinclude65.3%largeenterpriseswithannual

revenueofatleast$1billion.

42023GartnerBuildinganOrganizationofGreat

ManagersManagerSurvey.Thissurveywasconducted

tounderstandvariousaspectsoforganizations’

approachtoachievingmanagereffectivenessaswell

ashowtheseaffectmanageraswellasteam-level

outcomes.Theresearchwasconductedonlinefrom

30January2023through6March2023among3,186

managersfromvariousgeographies,industriesand

functions.

52023GartnerAchievingHighPerformanceEmployee

Survey.Thissurveywasconductedtounderstand

employeeexperienceswithorganizations’performance

approachesanddriversofperformanceintoday’s

workenvironment.Theresearchwasconductedonline

fromFebruarythrough25February2023among3,507

respondentsfromvariousgeographies,industries,

andfunctions.Asubsetof2,280remote-capable

respondentswasusedforallanalyses.

TableofContents

HRLeadersMonthlyJuly2023|12

MaketheManagerRoleManageableWiththe

ConnectorApproach

Manageroverloadisimpeding

teamperformance.

Tdre

58%ofHRleaderssaymanagers

balancetoomanyresponsibilities,

makingitdifficultforthemto

leadhigh-performingteams.

n=98HRleadersa

Butasolutionexists—

theConnectorManagerapproach.

Ourresearchhasidentifiedfourdistincttypesof

managers.ConnectorManagersfindtheirjobs

manageable,unliketheotherthreemanagertypes.

Positiveimpact

Noimpact

Negativeimpact

Always-On

“Icontinuously

coachmyemployees.”

Abilitytoprevent

responsibility

overload

Abilitytoavoid

work-related

stressorfatigue

Confidenceto

leadtheteam

tosuccess

Teacher

“IcoachmyemployeestoworkthewayIdo.”

Cheerleader

“Iprovideautonomyandempowerment.”

Connector

“Idiagnoseneedsand

connectindividuals

withopportunities”

n=3,186managers;6,356employeesb

Topromoteandreinforce

theConnectorapproach:

EmployeeConnection

understandingofemployeeneeds.

Equipmanagerstobuildathorough

TeamConnection

cohesionwithinteams,includingpeer-to-peerskillssharing.

Helpmanagersbuildtrustand

Enablemanagerstoidentify

OrganizationConnection

best-fitconnectionsforemployees

topeopleandopportunities.

ByhelpingmanagerstobecomeConnectorManagers,you’llmaketheirjobsmoremanageable.You’llalsomakeitmorelikelythatthey’llbeabletoleadhigh-performingteams.

aSource:2023GartnerManagerEffectivenessandTechnologyOwnershipSurvey

bSource:2023GartnerBuildinganOrganizationofGreatManagersManagerSurvey;

2022GartnerBuildinganOrganizationofGreatManagersEmployeeSurvey

?2023Gartner,Inc.and/oritsaffiliates.Allrightsreserved.795155_C

HRTransformationToolkit

HRleadershaveanewmandatetoinnovatetoensureHRismeetinganddriving

organization’sacuteneedtoattractandretainthebesttalent,fosteranorganizationalcultureinavirtualworkplace,andsourceanddevelopthecriticalskillsneededforamorecomplexandrapidlychangingfuture.

Thistoolkitprovidesactionableresourcestosupport

asuccessfulHRtransformation,including:

World-classleadership

Future-proofHR

teamcompetencies

ModernHR

operatingmodel

HRtechnologyenablement

DownloadYourHRTransformationToolkit

?2023Gartner,Inc.and/oritsaffiliates.Allrightsreserved.CM_GBS_2464064

StrengthenYour

ManagerPipeline

byPromoting

Self-Discovery

byZacharyFriedman

Today’sapproachestomanagerselectionhave

causedmanynewmanagerstoregretentering

thisrole.Tobuildalasting,capableanddiverse

managerpipeline,HRleadersshouldequipaspiring

managerstoself-discovertheirfitforthenewrole.

HRLeadersMonthlyJuly2023|15

TableofContents

HRleadersareinvestinginmanagerdevelopmentataconsistent

Whydosomanyonce-eagermanagerialcandidatesregrettheirdecisiontoadvance?

orgrowingrate:88%ofHRleaderssaytheyexpecttheirtotal

managerdevelopmentprogramspendingtoremainthesameor

increaseoverthenexttwoyears.1Yet,nomatterhowmucheffort

organizationsputintodevelopingcurrentmanagers—whetherit

bebuildingleadershipprograms,competencymodelsorclassroom

training—itwillfallflatifthewrongpeopleareinthemanagerrole

inthefirstplace.

Theanswermaylieinhoworganizationspromote

individualcontributorsandwhatoptions

employeeshavetoadvance.Insteadofinvestingmoreinmanagerdevelopment,HRleadersshouldinsteadfocusonbuildingtheirmanagerpipeline,ensuringtherightpeopleentertheroleandfullyunderstanditsotheycanexcel.

Employeeswanttobecomemanagers:Twooutofeverythreeearly-

careerindividualcontributorswanttoadvanceasmanagers,eitherin

thefutureorassoonaspossible.2Employeeswanttoadvancetheir

careers,earnmoremoneyandreceivegreaterrecognition.Manyof

themhopetoachievethesegoalsbymovingintomanagement.

However,thisexcitementdoesnotalwayslast.Oneinfivemanagers

wouldprefernotbeingpeoplemanagers,givenachoice.3

TableofContents

HRLeadersMonthlyJuly2023|16

CurrentApproachestoManagerSelectionFallShort

Threecommonapproachestomanagerselectiontodayinclude:

?Promotionbasedonindividualcontributorperformance—Seventy-

ninepercentoforganizationsconsiderconsistenthighindividual

contributorperform