The purpose of pay structures is far-reaching, covering organisational design, clarity around roles and employee engagement, but the benefits they bring for management is a particularly important outcome that the framework can offer.
When reviewing performance management systems with customers, line management is often cited as the critical factor in ensuring that the existing or new framework is a success. Managers are the key gateway between the system in theory and its implementation, determining whether it is consistently delivered across the organisation and particularly in relation to identifying objectives in relation to improvements. Justifying pay reviews is also crucial in maintaining momentum behind employee engagement, even in spite of incremental increases or pay freezes.
The art of persuasion
At the heart of effective line management is communication. The art of persuasion enables line managers to inspire their teams. This soft skill is vital for teams to excel, bolstering morale across organisations when a strong sense of trust is fostered within teams. Managers must demonstrate that they are committed to the welfare of the individuals they manage by making fair, rational and logical decisions. Those in managerial positions must be equipped to make their case for key decisions affecting their employees, something that pay structures can provide.
A framework to guide managers
Pay structures can bolster line managers’ capabilities, equipping management with a framework upon which to base consistent decisions and support difficult conversations they might need to have in the course of performance management. Pay structures provide an objective framework that justifies their decisions and backs up the role of management in delivering consistent, rational assessments that are placed into the context of the wider organisation. This reference point ensures that everyone is singing from the same hymn sheet and contributes to employees feeling safe in the knowledge that they are being treated equally.
The importance of delivery
However, whilst the framework can provide objective reasons for pay review decisions and performance management objectives, communicating this effectively remains something that takes time to build and practice for some people. Whilst many of the most productive staff go on to be successful managers, some do not make the seamless switch from being a star individual contributor to a team leader.
What makes a good manager?
With management being ever-stretched and management courses running parallel and often additionally to the usual day jobs required in each role, those who are the most productive workers may not automatically make the most effective managers. Whilst that sounds logical, many managers are a product of progression, being awarded promotions into positions of leadership based on the hierarchical system of working their way up the ladder.
A change in perspective
This leads to the question of whether delivery and line management is a conducive model – because if managerial promotions based on merit fail, then the company loses both their best contributor and a new manager. According to the Harvard Business Review, individuals need to expand their capabilities to go from individual skills to those focused on ‘others’, which requires individuals to adapt to a whole new way of working.
Developing leadership-orientated skills is something that HR teams focus on to ensure that managers go from focusing on their own development to taking pride in helping others learn. Giving actionable feedback again comes back to communication skills and broadening the lens from, ‘what do I have to deliver?’ to ‘how can we collectively deliver as a team?’ This change in perspective is a long-term change as each leader learns to present their ideas in an interesting and engaging manner to colleagues to effect change collectively.
How can HR support future managers?
Support future line managers
Organisations need to identify the right talent to lead from the moment they join. Being an effective leader takes time and effort. Once in a managerial role, organisations tend to want to see immediate results. However, individuals are facing new and multiple responsibilities, where they cannot rely on diligence to engage and motivate the wider team. Leadership development programmes should be accessible for all to secure a future pipeline of effective managers and not just offered to those already in these positions of responsibility.
Actively listening to employees
We are seeing more creative approaches to support current leaders in engaging their teams. Increasingly, HR teams are pursuing entry interviews, not just exit interviews, to ascertain what the employee has valued about the onboarding experience and where improvements can be made. This not only helps to lower employee turnover levels – these insights can support managers’ understanding of their teams and what drives the individuals they are managing from the outset, not just during defined management conversations around performance and objectives. Employee opinion surveys are also becoming an increasingly used point of reference, with 76 per cent of organisations featuring these as a priority for 2019. These surveys enable organisations to quickly understand their employees’ reactions to the existing culture and new initiatives.
Engage with employees as individuals
Encouraging managers to take the time to get to know the people in their team as individuals, ensures that greater trust and clarity around roles can be encouraged from the outset. This promotes a rounded employee experience and lays the foundations for more effective performance management across organisations.
We’d love to discuss ways in which you can equip managers with the knowledge, tools and training to maximise the effectiveness of their teams – call us today.