What Qualities Make a Great Manager

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Great managers inspire talented people to stay
with a company. Even if a company offers
inspiring leadership, great benefits and perks,
good pay and training programs, employees base
their tenure on the quality of the relationship
with their manager. Successful talent management
requires managers to consciously engage employees
to perform at their highest levels. 
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Managers define and design the work environment
by the rules they set and how they interact with
their employees. Great managers consistently
engage employees more effectively in all areas by
building one-to-one relationships with them.
Employees who are very satisfied with their
managers maintain an excellent level of
performance and productivity while having longer
tenure.  
Manager Performance Assessments
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The key word is relationship  that connection
between the employee and their manager. The
Manager/Employee relationship is the key
component of the psychological contract that
exists between the employee and the organization.
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Employers now are less able to provide stable
long-term employment and in turn
the psychological contract with their employees
is becoming weaker. Not only is the competition
for qualified candidates increasing but the
loyalty of existing employees is decreasing.
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Recent studies by Deloitte and Gallup confirm
that a majority of the workforce is browsing for
jobs. Deloitte found that a majority of
millenials are already planning their exits.
Gallups most recent State of the American
Workplace showed that 51 are actively looking
for new jobs. Research from Salary.com shows that
23 of employees look for a new job every single
day.
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How Strong is Your Companys Psychological
Contract?
The first elements of the psychological
contract are formed even before the employee is a
member of your company.  The challenge for those
people who design your companys recruitment and
attraction strategy is to decide what to focus
on.  What should be highlighted and what should
be minimized to potential employees?   During
hiring interviews the candidate is analyzing the
organization as much as the interviewer is
analyzing the candidate. 
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Research has demonstrated that recruiter
behaviors and hiring interview experiences
contribute to a candidates perceptions of the
job and the organization.  These perceptions in
turn predicted attraction.  Once hired, every
interaction of the manager/employee relationship
will either add to the psychological contract or
take away from it.  How the manager views talent
management will be a powerful predictor of the
status of the psychological contract.  How Do
Your Managers Define Talent Management?
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Employees prefer to be approached from a
psychological perspective, rather than a
non-human, mechanical or machine perspective. 
Talent management is about appealing to the
employees preferences and motivating them to
perform using their strengths, in roles that
allow the use of those strengths.  Today, an
increasing proportion of the workforce is made up
of technologically savvy millennials. 
Flexibility is the number one reason millenials
are attracted to a company.
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Yet, many managers today view flexibility (i.e.
the ability to work from home) as a perk or
a reward.  This outdated manager viewpoint
creates an immediate disconnect with potential
employees and it adversely impacts the first step
in the talent management process, attracting
potential employees.
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Research is showing that this new generation of
workers, mainly drawn from the millennial
generation bring a different psychology to the
workplace.  They are much more flexible. Work is
going to be a less central part of their lives.
 Therefore, its important to show flexibility by
supporting a connected workplace.   Smart
recruiting is about understanding the
psychological needs of your candidates (i.e. your
potential workforce).
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Can Your Company Answer These Questions?
What is the quality of the employee relationships
developed by our Managers? Do we have a way to
resolve conflicts in our Manager-Employee
relationships? How can this employee best be
motivated, coached and rewarded for longer
retention?
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How strong is the Psychological Contract with our
employees? How do our Managers define Talent
Management? What company themes should
be highlighted and minimized in our recruitment
strategy? Do our hiring interviews enhance the
attraction to our company? Does our company
support the Flexibility desired by Millenial
candidates?
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