A Happy Workplace Needs Skilled Managers

The Press Democrat

GLORIA DUNN, Management and Organizational Development Consultant, discusses the importance of training managers.

PRESS DEMOCRAT: You have said that companies who don't know how to manage employees will soon have a hard time finding workers. Why?

DUNN: Our supply of workers is about to diminish greatly for these reasons: First, the birthrate declined by 40 percent between 1955 and 1973. These are our 30- and 40-year-olds. Secondly, 77 million baby boomers will be retiring over the next few years. The Bureau of Labor Statistics predicts by the year 2006, for every two people leaving the workforce, only one will be entering.

Since people leave bosses, not companies, those organizations with the best bosses will attract and retain the workforce it needs to get the job done. Others will suffer from continuous understaffing, loss of productivity and loss of profit. It behooves employers to reassess their employees' satisfaction and the company's workplace culture and reputation for being a great place to work. Those employers who improve their management practices now will be in the game next year. Those that don't will be continuously struggling.

PRESS DEMOCRAT: Why are so many managers unskilled at handling employees?

DUNN: Often people are promoted to a management role because they are good at something else. No one tells them that being a manager requires a whole other set of skills, and, often, they aren't trained in these skills. So they get into their management job and struggle.

Some learn by making lots of mistakes. Others are afraid to admit that they don't know how to do their job, so they hide inside themselves or their offices.

None of this is necessary. Those with the potential to manage need training in the many people skills required to perform their jobs. An employer should have a clear job description and a good interview process to determine if a management job candidate is a good fit.

Not all people make good managers. Some need to stay in their current jobs, using their talents and skills to continue doing the great work they are doing. There is no sin in that.

PRESS DEMOCRAT: How does poor management of employees affect a company's bottom line?

DUNN: Turnover can cost a company between 30 percent and 150 percent of a person's salary. If disgruntled employees don't leave, they become disengaged, less productive and troublesome.

The high costs associated with health care, workers' compensation and lawsuits are often caused by unhappy or highly stressed workers.

Also, untrained supervisors may make costly mistakes, such as asking an illegal question during an employment interview, or not following proper contractual procedures with a union employee. A comprehensive review by the Department of Labor of more than 100 studies concluded: “There is a positive relationship between training, motivating and empowering employees, and improvements in productivity, employee satisfaction, and financial performance.”

PRESS DEMOCRAT: What are the key people skills that managers need?

DUNN: To succeed, a manager must be competent in all aspects of managing people. One key skill is communication. Many managers do not communicate well and do not set an organizational climate where communication within the organization is managed effectively.

Here is a partial list of additional skills: conflict resolution, employee development and behavior, leadership, motivation, delegation, group development, employment law, performance improvement, planning and decision making processes, and operations management.

PRESS DEMOCRAT: What key things do employees look for in a boss?

DUNN: According to Marcus Buckingham and Curt Coffman, who wrote “First Break All The Rules,” employees want their supervisor to care about them as a person, encourage their development and show that their opinions count. They want to have an opportunity to learn and grow and to talk with their boss about their progress. They want to know what is expected of them, have an opportunity to do what they do best every day, have the materials and equipment to do their work right and receive recognition or praise for good work.

People also want leaders who make decisions, communicate, give ongoing feedback, mentor them and support them in having lives outside of work. Employees want a boss who is empathetic, respectful, approachable and appreciative.

What they don't want are supervisors who micromanage, play favorites, correct them in front of others, take credit for their work, ignore their needs and bully them.

PRESS DEMOCRAT: What advice would you give to managers to help them build a good workforce?

DUNN: The flight attendant on a plane always instructs the passengers to put their oxygen masks on first before helping others. Similarly, managers need to make sure their skills are honed first before they can expect employees to behave appropriately. Skilled managers attract and keep good, productive, satisfied and loyal employees.

To ensure good employee practices, managers need to focus on getting employees the training they need. First they need to assess employee talents, skills and areas for improvement. Then, develop a training plan to fill the gaps, send them for training and reinforce the new skills. In a study of more than 3,100 U.S. workplaces, the National Center on the Educational Quality of the Workforce found that, on average, a 10 percent increase in a workforce's education level led to an 8.6 percent gain in total productivity. By contrast, a 10 percent increase in spending on new equipment boosted productivity by just 3.4 percent.

PRESS DEMOCRAT: In this area of globalization, what adjustments do managers need to make to be effective?

DUNN: People need to stay connected. It is important to frequently talk to the managers who report to you and have them communicate with each other instead of relying solely on e-mail. Also, set up ways for people at different locations to participate in teambuilding activities.

Kim McEachron, Vice President of Human Resources for Medtronic Vascular, said: “We have people supporting the business who are located in many global locations. Our most high-performing teams set up a specific process of communication, a team charter and identify specific roles. In addition, there is a kick-off where goals are set and people get to meet each other.

“After this initial meeting, most of the meetings are by phone or videoconference. The program leader ensures that action items are documented and issues resolved. In addition, many of our functional managers have staff outside of Santa Rosa so the phone conferencing, videoconferencing, and face-to-face meetings are very important.”

PRESS DEMOCRAT: Are there differences between managing a highly educated workforce and one less well educated?

DUNN: Highly educated people have more expectations about their jobs and are more sophisticated in building a career path to elevate their job levels and income. Often those with certificates and degrees have learned specific skills and knowledge that prepare them for a chosen career.

Often, less well educated people don't see their choices and opportunities. Their managers can help them expand their potential.

On the other hand, it doesn't take a degree for a sharp and skilled individual who is forward thinking to move up in their organizations and salaries.

PRESS DEMOCRAT: Are there differences between managing in the services industries vs. manufacturing?

DUNN: I've consulted in both, and the common denominator is people. Most people want the same things -- respect, fairness, good working conditions and the other attributes mentioned above. Although service industry workers may seem to need better customer service skills -- depending on their specific job -- manufacturing employees need to use the same skills with their internal, in-company, customers.

Manufacturing employees may appear to need more technical skills, but so do nurses. You would be surprised at the technical equipment nurses need to know about today, even though health care is a service industry.

PRESS DEMOCRAT: How can managers learn what skills they need to succeed in their roles?

DUNN: Ongoing learning is essential. No matter how good we are at our jobs, we need to continuously read books, attend workshops, talk to peers and attend association meetings for continuous professional development. New and more seasoned managers and supervisors need training in various skills.

This e-mail interview was conducted by Staff Writer Mary Fricker, who can be reached at 415-521-5241 or mfricker@pressdemocrat.com.

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Gloria Dunn is a management and organizational development consultant, and president of Wiser Ways to Work. She is the author of "From Making a Living to Having a Life", and also writes and speaks on management topics. She can be reached at 415-883-8239 or at gloria@wiserwaystowork.com or visit her website: www.wiserwaystowork.com.

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