First line managers lack leadership skills

First line managers are being appointed more because of what they know about the operational aspects of their current job than because they show any aptitude for leadership positions, HR practitioners fear.

According to a new IRS survey, the current approach to selecting line managers raises issues around the competence, consistency and commitment of a key group of employees.

The survey shows that there is a mismatch between the skills and attributes that HR specialists believe are essential for first line managers, and those that are currently treated as job-winners by those appointing employees to the role.

Among the 58 HR practitioners participating in the survey, most were inclined to describe their line-manager colleagues as merely 'adequate', particularly in their handling of crucial areas such as absence and disciplinary procedures, appraisal and employee engagement.

The survey suggests that this results directly from the criteria applied in recruiting line managers. When asked to identify the most important skills and attributes for line managers, HR puts leadership qualities and communication and interpersonal skills top of the list, while respondents say line managers are currently more likely to be recruited for their operational experience and job knowledge.

One survey participant observes that within their organisation, 'most line managers have been promoted from within their trade, based on their abilities in that role, with little thought to how they will perform as a manager. It is no surprise that they therefore focus on what they are comfortable with - the task rather than their two new responsibilities - managing things and leading people'.

  • Devolving HR responsibilities: are managers ready and able?
  •  and HR doubts line managers have skills and mindset for the job    Writing in IRS Employment Review, Sue Milsome presents the complete findings of the survey, based on responses from 58 organisations, employing a total of around 58,000 workers.

    Also

    Getting line managers to engage is an HR priority    HR & Compliance Centre group editor David Shepherd reports from a session at the CIPD conference 2005 at which Professor John Purcell presented research findings on the critical role played by line managers in transforming policy into practice.

    Line managers fail on performance management    Most UK employers are failing to manage poor performance adequately and line managers are at the root of the problem, according to new research from Personnel Today.

    Line managers need more input in company reward strategy, says CIPD    IRS Employment Review looks at the key findings of the CIPD's fifth annual reward management survey.

    What makes an effective HR function?    New research from IRS finds that HR departments considered effective by practitioners are likely to display certain common attributes - among them a direct line to the chief executive, a documented HR strategy and established HR metrics.