August 2022 Volume 4

OPERATIONS & MANAGEMENT

An Increasing Need for Good Managers in Today’s Labor Market By Johanna Fabrizio Parker

Earlier this year, there were multiple articles about a series of tweets: “11 Promises From A Manager: AThread.” In short, the discussion was all about the specific things this manager did to be a good manager. According to the press about it, the discussion was well received, though of course, some had comments and “suggestions.” But it made me think. I am seeing and hearing about a lot more employee complaints recently. Perhaps, it’s the continued lack of in-person communications. Perhaps, it’s the fact that employees have, or perceive that they have, greater bargaining power. Perhaps, it’s the overall discord we see in the country. Or maybe it’s all or none of this. Because it’s difficult – or impossible – to identify root causes, easy or straight-forward solutions also are difficult. Managers are under their own pressures to perform, and many were promoted to be a manager because of their skill/performance as an employee – and without any particular managerial experience or training. But I believe, especially in today’s labor market, there is a renewed need for resources at the manager level – whether it’s time, training, or just more explicit expectations linked to the managerial responsibilities. Simply stated, good managers are good for your overall business and, specifically, employee relations. And poor or even fair managers can have significant negative impact. Following are my top five themes/instructions for managers to hear. 1. Establish a relationship. I certainly don’t mean an inappropriate or an overly personal relationship. But I do think it is especially important in today’s world and job market that employees feel some connection to your organization. And that connection starts with their direct manager. Some managers talk about a “Touch Base” or “Status” meeting. To me, it doesn’t need a formal name but does need to be a priority – and not just to talk about a particular work assignment or project. Good managers make time to hear from their employees. And good managers listen more than they talk. 2. Provide timely, honest feedback. If your employee did something well, let them know. Or, if you were not satisfied with the work, deliver that message – kindly – but directly. And let the employee know where the issues were and provide guidance as to how to move forward. Do not make someone guess. 3. And then move on from feedback. If an employee improves and/or corrects an issue, recognize

it and do not continue to focus on a misstep. Now, of course, there are individuals who engage in patterns of performance challenges. I certainly am not saying you should ignore that behavior. But I do think a good manager should allow an employee to improve and not have a view of that employee based on outdated information. 4. Support your team (internally). In terms of how employees work, if you have a specific way something must be done, tell the employee before they start the work. Otherwise, be open to how they work and allow them to take ownership of the work. Make sure your team hears any important news from you. And if you say you will do something, follow through or explain why you had to change course. 5. Support your team (externally). One of the tweets in the thread I reference above mentioned that employees should be able to “skip level” and talk to a manager’s manager without the direct manager taking issue. I like that too. Relatedly, provide your teamwith the opportunity to address more senior leadership at groupmeetings; do not talk over them or take over the conversation. If you have an issue or concern with an employee, address it directly and privately. (Of course, if someone is acting way out of line in a group setting, you must address this.) Share the news of your team’s successes with other departments, functions, or even within your own group. And make sure to recognize specific individuals, as appropriate. There is an often-repeated theme about how people leave bosses, not jobs. Admittedly, some folks question the truth of that theme. But, anecdotally, I see it – more in terms of connection. Employees who feel connected want to be connected. And employees who are connected often are better performers and more likely to stay with your organization and less likely to seek external help (i.e., unions) for issues in the workplace.

Johanna Fabrizio Parker is a partner in Benesch's labor and employment group. Her practice involves representing and counseling management clients in a wide range of complex employment matters, including claims of discrimination, harassment, and retaliation brought under federal and state law, as well as wage and hour claims, and matters involving noncompetition agreements and trade secrets. She can be reached at jparker@beneschlaw.com.

FIA MAGAZINE | AUGUST 2022 36