Authors: Mathieu Blais Guillaume Paradis
In recent years, the old refrain "Nobody wants to work anymore" has given way to a new one: "Nobody wants to be a manager anymore."
A significant number of employees report that they have no desire to step into management roles (between one-third and one-half, according to recent surveys1, 2). Globally, 40% of new managers quickly seek to change roles, whether or not the new role involves management.3 In Canada, organizations are facing the same challenges. Recruiting or promoting managers has become a difficult task, and keeping them in these roles is proving to be just as challenging.
These findings raise important questions about compensation strategies and talent management. Here, we explore the key factors affecting the attraction and retention of new managers and offer practical solutions to address this issue.
Barriers to attracting and retaining new managers
1. The role isn't appealing
New managers often encounter a significant increase in responsibilities, including heavier workloads, unclear expectations, more frequent interactions with various stakeholders and constant interruptions. Proportionally higher compensation doesn't always accompany these additional demands. In some cases, first-line managers may even earn less in cash compensation than their subordinates, who benefit from shift premiums or overtime pay.
What's more, stepping into a management role often demands personal sacrifices, including growing distance from former colleagues and compromises to work-life balance. For many, these drawbacks outweigh the perceived benefits of the role.
2. Shifting priorities and misguided career plans
Today's aspiring managers are increasingly prioritizing quality of life and mental wellbeing, alongside opportunities for career development. Prestige and social recognition, once powerful motivators for career advancement, have given way to priorities like spending time with loved ones and protecting personal wellbeing.
Also, some individuals are being pushed into management positions they don't want or aren't adequately prepared to handle.
3. Insufficient training and support
New managers are often promoted without the training and guidance they need to succeed. They're expected to develop key skills — such as personnel management, conflict resolution, leadership and stress management — through trial and error on the job. This lack of proper training and support, combined with the pressures of the role, often leads to cognitive and emotional overload. The stress created by this imbalance increases the risk of burnout, making new managers more likely to leave their positions.
In essence, inadequate pay, overly demanding working conditions and a lack of flexibility can drive away even the most talented individuals.
Solutions to improve attraction and retention
1. Enhancing total rewards
To attract and retain managers, total rewards need to fairly reflect the effort and responsibilities that come with the role. This balance could involve introducing performance-based incentive plans, providing additional benefits or implementing policies that promote better work-life balance.
It's also important to position managerial roles appropriately within the organization's salary structure and ensure managers are correctly placed on their pay scales.
2. Clarifying career paths, and assessing and recognizing potential
It's important to clearly communicate opportunities for growth within the organization. Employees need to understand the career paths available to them, including options that don't require taking on a managerial role.
Additionally, instead of relying solely on past performance or an employee's desire for advancement, organizations should assess employees' skills and potential to thrive in management positions.
Finally, highlighting an employee's potential can be a powerful motivator — provided the effort is made to communicate it to them.
3. Management training
Investing in training to build skills for leadership, project management, emotional intelligence and resilience is vital. This investment is especially valuable for younger professionals, who, in recent years, have faced greater challenges than previous generations in building workplace connections and are more likely to experience isolation and fear of failure in their new roles. Training provides them with the tools and resources they need to confidently navigate the demands of management.
4. Mentoring and coaching
New managers can greatly benefit from guidance from mentors or coaches. These relationships provide essential practical and emotional support during the transition to roles with increased responsibilities.
In conclusion, attracting and retaining new managers calls for a comprehensive approach that extends beyond financial incentives. It requires cultivating an organizational culture that fosters a healthy work environment, offers clear and diverse career paths and ensures proactive support.
