“The teams underneath these ill prepared managers suffer the lack of people development and seek out alternative paths with better career development, either within the company or often outside.” No room to grow “This is a chronic issue where people are promoted into people management roles but there is insufficient investment in training them to play the role well,” George says. You need to provide training and guidance to help your managers lead and manage their teams. Skills that make an employee a great software developer, for example, are different from those required for management. It’s not uncommon for a manager to be a highly talented technician ill-equipped to deal with the demands and nuances of management. It’s a common expression: “Employees don’t quit jobs, they quit managers.” But if someone’s an introvert it can be trickier unless you have built a personal relationship with them.” Management mishaps “If someone’s always been outgoing, but suddenly they’re more reserved, or they’ve always participated in outside-of-work team building or activities and suddenly, they aren’t - those are signs, for sure. “You should be assessing factors on an individual basis rather than comparisons with peers, or judging engagement based on productivity or quality of work,” says Sanja Licina, Ph.D., president of workforce experience at QuestionPro. Experts advise managers to study workers and ask themselves: Are they withdrawing from social activities? Calling in sick more than usual? Performing the bare minimum to get by? Knowing whether an employee is disengaged requires paying attention to subtle signs, as it can be tricky to spot. “They may be generally satisfied but are not cognitively and emotionally connected to their work and workplace they will usually show up to work and do the minimum required but will quickly leave their company for a slightly better offer,” according to Gallup.
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