The survey of more than 4,500 workers and managers by the Chartered Management Institute, conducted by YouGov, found that 82 per cent of those who enter management positions have not had any official training, known as ‘accidental managers’.
In the study, a quarter (26 per cent) of senior managers and leaders and half (52 per cent) of managers also claimed they have had no formal management or leadership training.
Your comments on LinkedIn
Ben Newton: Interesting read this one! I think one thing that has to be considered here as well though is the difference between a leader and a manager. A leader is likely to find their own training/exposure in order to ensure they're the best they can be for their team (and to get the best out of them!) whereas an ordinary manager will sit back and wait for someone else to send training etc their way, which then has a knock-on effect to the team and potentially wider business. A lot of food for thought though, thanks for sharing!
Adam W: I think it’s a good thing that there is rising awareness of this. The more people feel safe to say that they have no training and that they want to learn and develop to become the best manager and person they can be, the better! It’s okay to ask for help and advice: every day is a school day.
Cath Kennedy: I wonder how different workplaces would be if we trained people rather than under-resourcing and over-stretching them and then blaming them when things go wrong. Sorry to sound like a broken record, but it is cost-effective and easy to buy in #MHFA training, or similar, and empower people to raise their game.
Sophie Evans: Because we promote on operational skill and don't develop their people management skills. Organisations are letting people down and not recognising the importance of softer management skills, as we're too focused on KPIs and output for the department. I've seen this across the public and private sector.
Anne Macharia: 82 per cent is too big a number to ignore for any forward thinking organisation!
Maneka Janahan: Great article. This is what happens when training, learning, and development continue to be treated as a 'nice to have'.
Tribunals alleging neurodiversity discrimination top 100 in a year – what can HR do about it?
Employment tribunals heard 102 cases last year in which employees said that their neurodiversity was part of the reason for the discrimination they experienced, research has shown.
According to the data from employment law firm Fox & Partners, tribunals cited include 30 mentioning dyslexia, 25 autism, 19 ADHD, 14 dyspraxia and 14 Asperger’s.
Your comments on LinkedIn
Angela Furness: I think tribunal cases have increased generally since the application fee was scrapped some time ago. It wouldn’t surprise me if remote working hasn’t highlighted shortfalls in the usual performance of some individuals due to the adaptation and changes in communication methods and styles.
Steven Jackson: This is such an important area but my issue is with the numbers. We are not told how the 102 cases compare to the overall number of tribunals or indeed what the trend is with neurodiversity cases. What was normal in previous years? If it was an average of 8 then the jump is highly significant but if it was 500 then it is significant for different reasons.
Barbara Lavernos, deputy CEO of L’Oréal, told delegates at the Unleash conference in Paris that CEOs need to embed HR and people matters as part of their core business strategy.
“HR was, is and will be the ultimate support to the CEO,” she said. “And that's truly my experience.”
“Because technology can be copied; processes can be mimicked. But at the end of the day, nothing can replace an organisation and a culture of people. One of our previous CEOs once said: ‘A company is neither walls nor buildings nor machines; the company is people’.”
Your comments on LinkedIn
Lisa Davidson: So very true although often not seen across organisations with ‘anyone can do HR’ attitudes!
Lee Avery: It's true because an organisation's people make the magic happen.
Gemma Woodward: Bravo! Anyone starting a business should have HR at the top of their priority, not the last department in which is usually the case!
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