How to Evaluate the Morale of a Management Team
Employee engagement, contentment, and morale are all topics that we discuss frequently. And they are critical considerations. However, they are based on the level of involvement, contentment, and morale among managers. With a disengaged boss, it’s extremely difficult – if not impossible – to have a highly engaged team. Granted, a boss may be convincingly faking it (which has happened), but employees will eventually find it out. They’re astute.
As a result, putting in place criteria to determine how engaged your management team is makes sense. Here are some things to think about:
Create an onboarding programme for managers. Employee onboarding programmes are in place to ensure that new recruits are prepared for success. New managers must also be prepared for success. Check in with managers during onboarding to ensure they are receiving the resources and assistance they require. Electronic check-ins are possible, and the results can be reported via pie charts.
Meetings with management on a one-on-one basis are recommended. We ask managers to meet with workers one-on-one to review performance, provide coaching, and get feedback. The same thing might be done with managers by senior leadership. Perhaps HR could do annual one-on-ones with managers? Reporting the data on a graph may be difficult, but a summary of the findings might be really useful.
Create a survey. I’ve worked at firms where we recognised management during our yearly employee engagement survey (versus employees). This allowed the company to identify whether there were any areas where management and employees had opposing viewpoints. For example, the survey may reveal that managers are happy with their benefits package, but employees are not. Alternatively, employees may be satisfied with their work-life balance, but bosses may not be. As a result, the company is able to take necessary action.
During departure interviews, inquire. While the manager has decided to depart, this does not exclude the organisation from gathering information on their work experience. Examine your present departure interview to see if you can incorporate a few multiple-choice or Likert-scale questions. These can be graphicalally reported, and patterns can be recognised over time.
One thing to keep in mind is that the information you collect during these activities may fall into one of two categories. The first is what I’ll refer to as trend data, which refers to a pattern you’ve noticed among the management group. A lack of sufficient training, for example. The company can address the problem by providing chances for learning.
Individual data is the other type. It’s possible that the results only apply to one or a few managers. This might lead to an inquiry. It’s possible that the findings will reveal some issues with reporting relationships. Alternatively, a manager may be experiencing certain particular performance concerns. An intervention might be the solution.
The good news is that many companies already have the necessary components in place to assess manager involvement. They may need to find out how to extract the information from the bigger data collection with precision. Find a mechanism to publish the results so that upper management can act, as one reader suggested.