How Helpful are Manager Evaluations Without Manager Training?

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Managing remote employees presents a unique set of challenges that deserves specific training and skills. Undoubtedly, remote work has become more popular which means that leadership must happen remotely as well. However, managers charged with directing and inspiring their remote team’s energies must be well-​matched to the task. Increasingly, managers must have communication, supervisory, planning, and leadership skills that support their virtual efforts. Therefore, to prevent failing grades at performance time, your manager evaluations must reflect the outcomes of appropriate manager training and assessments.

Consider personality traits and skills review during manager evaluations

A well-​structured appraisal system is a critical component to a successful organization. Likewise, the availability of training specific to various roles as these role evolve, especially for managers, is essential. When good appraisal systems lag or are non-​existent, a company can expect increased employee resignations and a general malaise among the ranks. On the other hand, when managers are well-​positioned in their roles and confident of their skills, the results of their performance evaluations will propel them to the next level.

Your managers deserve training

Ten Spot, a workforce engagement platform, released a study that revealed “78% of managers feel they need training on how to be better managers, particularly in hybrid and remote work environments.” Tragically, you may hear your managers crying out for help. The article is packed with frightening realizations that point to the need for specific training. Additionally, leadership should take a step back and assure that managers have the personality traits needed to lead their teams in this new hybrid/​remote work world. They can accomplish this task by asking their managers to take a psychometric assessment. Before you conduct manager evaluations, you must assure that you are not setting them up for failure.

Remote relationships are tough

This work study of 2,000 people is parsed to reveal gender and generational differences in the era of hybrid and remote work. Interestingly, men are more likely than women to request training on how to manage remote relationships. Further, when it comes to being managed, men are more likely to be concerned about their earning and advancement opportunities. As a result, they are more likely to have daily meetings to discuss their performance, career path and professional development.

These concerns are greatest among millennials whether they are managers or not. For example, 81% of millennials claim they are in the most need of manager training. Further, their concerns about advancement and earning potential reach 66% and 65%, respectively. Knowing these worries exist among managers and staff, leadership should be cautious about premature manager evaluations that get ahead of the requisite training needed to address apparent problems.

Training leaders to work with remote teams

While not everyone is convinced that the virtual workplace will dominate the future, leaders must prepare their staff to handle the status quo. David Blakeslee, vice president of training for SalesFuel, Inc. and a certified instructional designer says it is crucial to learn the dynamics of motivational engagement. He advocates for regular, brief and engaging meetings that offer a defined agenda in the setting of free exchange.

Other suggestions stress the importance of proactive communication. For instance, businessnewsdaily​.com suggests developing a more open and transparent process that exposes problems before they arise. Additionally, these experts urge managers to carefully communicate the “why” of important projects or tasks and trust the details of “what”, “when” and “how” to the team members to carry out.

As team members and their trained leaders become more comfortable with handling responsibilities in a hybrid/​remote setting, manager evaluations will be more revealing and purposeful in driving your organization to a higher level of competence.

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Tim Londergan

Tim Londergan

Tim is a research contributor at SalesFuel and he writes for SalesFuel Today. Previously, he worked as a Sales Development Manager, representing products such as AdMall and AudienceSCAN. Tim holds a B.S. from the E.W. Scripps School of Journalism at Ohio University.