Many companies face hidden obstacles to optimal performance. Often, the focus is on blaming entry-level staff or criticizing educational institutions for perceived shortcomings in new hires. It’s easy to target those furthest removed from leadership, relying on middle management for information and solutions.
But what if the stagnation and negativity stem from middle management itself? A fresh perspective is crucial. When expected innovation fails to materialize, especially from experienced individuals, a critical evaluation is needed. The management team, acting as a pipeline between leadership and new employees, might be the source of the problem. Is this pipeline clear and efficient, or is it blocked, hindering the organization’s health?
Various factors can motivate those in authority to maintain the status quo. Insecure or overly ambitious managers might feel threatened by innovative new hires, potentially claiming credit for their ideas. Such actions stifle creativity and breed resentment.
Insufficient training for new employees is another common issue. While immediate performance is often expected, every new role requires specific training on company procedures and expectations. Insecure managers sometimes hoard knowledge to maintain their indispensability, especially given the current climate of downsizing.
Identifying these issues requires careful investigation. Managers employing these tactics are unlikely to admit them, and direct employee evaluations can exacerbate existing tensions. A more effective approach is to hold management accountable for the performance of their teams.
Regular meetings focused on employee contributions can be valuable. Encourage managers to highlight new ideas generated by their staff and reward those who effectively stimulate creativity. Recognize managers for the ideas originating from their team members, almost as much as their own. Prioritize comprehensive training and inquire about the support provided to underperforming employees. Emphasize that as the knowledge gap between managers and their teams decreases, their value to the organization increases. By rewarding effective management of new employees, you may find that the quality of new hires is not the problem after all.