Great workplaces rely on great managers

It shouldn’t need saying, but it does. Managers have a major impact on employees’ productivity and engagement, as well as other factors that create great workplaces such as building trust, fostering open communication, and caring for employees as individuals, according to a new global study by the UKG Workforce Institute.

However, managers also report the highest levels of burnout at work, underlining the critical need for more organisational support in order to be the most effective in their roles.

About three in four employees (73 percent) say their manager’s support, encouragement, and/or leadership directly motivates them to go above and beyond in the workplace, and more than a third of employees (37 percent) say having a good manager — one who’s accessible but doesn’t micro-manage — makes them feel the most productive at work. Moreover, according to the UKG study:

• 87 percent of employees believe their manager trusts them.
• 79 percent of employees say their manager supports their career goals.
• 75 percent of employees feel their manager cares for and has empathy for them.
• 63 percent of employees say their manager supports them as a whole person.

When it comes to open communication, a pillar of building a great place to work for all people, 59 percent of employees say their manager is approachable and easy to talk with. A majority of employees also have regular conversations with their manager that motivate them — including 19 percent of employees who say these conversations occur daily and over one third (35 percent) saying the constructive chats happen weekly.

Managers are making an impact — But feeling the brunt of burnout
While managers have a great impact on fostering a great workplace, the UKG study reveals they’re also feeling a great crunch from the role’s responsibilities. Eight in 10 managers (86 percent) report experiencing job burnout (i.e., work-related stress associated with physical and emotional exhaustion) — the most of any group, including employees (82 percent) and even C-suite leaders (73 percent). So much so, that nearly half (49 percent) of all managers surveyed say they would accept a pay cut to reduce their workload.

“We’ve long said at UKG that great managers are key to creating great workplaces — and this study affirms that belief. Though, like the safety instructions about oxygen masks on airplanes, managers need the full support of their organisations first, in order to fully support their employees,” said Pat Wadors, chief people officer at UKG. “The good news is nearly half (46 percent) of the C-suite leaders we surveyed say their companies offer training on people skills, performance management, and more in support of managers’ success — but there’s still work to do.”

Supportive managers boost employee engagement
The UKG study also uncovered that employees who feel supported by their managers feel more engaged in the workplace. For example:

• 93 percent of employees who say their manager trusts them also feel “Energised” — they genuinely enjoy?work; are passionate about their career; care a lot about their company, co-workers, and/or?customers; and are inspired?to?always go above and beyond without being asked.
• 84 percent of employees who say their manager supports their career goals also feel “Committed” — they like their?work and care about their career; often?put in additional effort to make sure they do a good job for their company,?support their team, and/or?serve their customers; and they’re happy to go above and beyond at work when needed.

Despite role’s demands, most managers still enjoy managing
It’s no secret that being a people leader is one of the most challenging roles in the workplace today. Despite the dynamic demands, 79 percent of managers still say they enjoy being a manager and hope to always remain in a management role. As to their primary reason for becoming a people leader, the UKG study found 60 percent of managers chose the role because they “like to help others succeed” — the top-ranking response, and a greater motivator than higher compensation (54 percent), career progression (36 percent), or having power (24 percent).

Most people leaders also recognise that their role expands beyond just managing their teams, and often means serving as a coach both inside and outside of the workplace. According to the UKG study, 88 percent of managers say they regularly mentor employees and help them advance in their careers, and 86 percent of managers believe they can talk to any of their direct reports or peers about work or personal issues.

“People leaders wear many hats, from shift manager to career counsellor, and everything in between,” said Dr. Jarik Conrad, vice president of human insights at UKG and executive director of the UKG Workforce Institute. “Supporting our managers means providing the right tools and technology that make this vital role that much easier — from personalised nudges that cut through daily distractions to proven practices that help leaders get to know their team members as individuals, which can be challenging when you’re managing dozens of people. The best workplaces make the hard stuff simple for people, and when you’re wholly committed to caring for all employees, building a great place to work becomes part of a healthy routine.”