Managers score highly on wellbeing and support but need to be more active on progression and development

dissatisfied

Job seeking intentions have risen to almost a quarter (24%) whilst job satisfaction has dropped to its lowest level in two years. According to a CIPD/Halogen Employee Outlook report, organisations need to rethink their approach to employee career management, in order to engage staff.

Almost a fifth (23%) of employees believe their organisation’s performance management processes are unfair and over a quarter (27%) are dissatisfied with the opportunity to develop their skills in their job. This is also reflected in the number of employees who say they are unlikely fulfil their career aspirations (36%).

Claire McCartney, research adviser for resourcing and talent planning at the CIPD, commented: “Today’s research shows that our approaches to job design and career management have not kept pace with the rapidly changing world of work or with employee expectations. Although many organisations are flatter in structure and have adopted matrix ways of working, this can mean routes for career progression are not as clear.

“Despite wider global economic uncertainty, employers need to think of new ways to keep their employees engaged and committed. They [organisations] need to think about career growth in a more holistic way, rather than traditional, hierarchical progression, and instead give employees opportunities for a breadth of diverse experiences and opportunities that maximise their skills and their employability going forward.”

The report also revealed that more employees are satisfied (41%) than dissatisfied (36%) with their current pay. Almost a third (31%) say they are often (24%) or always (7%) exhausted after work. However, despite these figures, it appears overall satisfaction with line managers is increasing.

Employees say that their line managers are most likely to be committed to their organisation (69%), treat employees fairly (67%), make clear what is expected of them (59%), are supportive if they have a problem (57%) and listen to their suggestions (55%). Yet, they were also reported as less likely to coach employees on the job (24%), act as a role model (34%), discuss training and development needs (38%), provide feedback on performance (42%) and keep them in touch with what is going on (46%).

Dominique Jones, chief people officer at Halogen Software, said: “These figures demonstrate a clear need for employers to shift their approach to performance management — to make it an on-going part of the rhythm of work — not a separate, once-a year-burden.

“Regular one-on-one conversations between line managers and employees can help improve employee engagement and satisfaction when used to identify new opportunities for employees to develop, ensure clarity on goals and expectations, and to provide employees coaching and feedback related to performance outcomes.”

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