Acas issues guidance for line managers on how to run effective teams ⁰

The transition from team member to manager can be a challenge. Well trained front line managers are crucial for business performance but need the right tools to help them do their jobs says workplace experts Acas, which is calling on small businesses and larger companies to use its new guidance to ensure that staff are equipped to manage and care for their teams. The new guide highlights leadership, people management and strong organisational skills as three key areas for team leaders. It advises the managers should know how to build trust and respect with their teams, listen to their concerns and ideas. They should also learn how to manage tricky situations with people; for whether it’s staff members having family problems, two colleagues accusing each other of bullying, or jealousy in a team over nominations for training and bonuses. A good manager should also be effective at planning team work, rotas, budgets, and balancing their own time.

Acas Head of Guidance, Stewart Gee, said: “Poorly trained front line managers are bad for business and productivity. People skills, setting team goals and planning work ahead are just some of the essential skills that managers of well-run companies need.

“Our new guidance is an essential toolkit that employers can use to ensure that they train their people to be effective leaders and make their businesses better.

“Any aspiring manager can also take advantage of this invaluable advice, which includes tips on team management as well as how to build relations with more senior managers.”

Acas’ top tips on how best to tackle management challenges that arise in the workplace include:

• Managers should prioritise staff career development. Annual appraisal meetings can be a good time to establish training needs.
• The transition from team member to manager can be a challenge. New managers should establish the ‘new’ working relationship with each team member to manage the change.
•  Understanding staff employment and contractual rights is an essential part of the job. For example, employers must deal with incidents of discrimination.
•  Performance management and staff appraisals need care and attention. Managers should hold regular informal discussions about individual performance.
• A manager should follow any established disciplinary and grievance procedure.
• Working with trade unions. A manager should try to build a good working relationship with trade union reps.