One of the most commonly-cited issues for business owners in the security industry is talent acquisition; however, once that talent is actually in house, are security companies taking full advantage?
When it comes to managers – either hiring them or promoting from within – renowned research firm Gallup has found that the act of naming a manager is one of the most important decisions companies make; however, its recent survey suggests companies often get it wrong. In fact, Gallup finds companies fail to choose a managerial candidate with the right talent for the job a whopping 82 percent of the time.
What Companies Are Doing Wrong
In its “State of the American Manager Report,” Gallup studied literally millions of managerial teams in many different countries. In the end, it finds that great managers possess a rare combination of five abilities: motivating employees; asserting themselves to overcome obstacles; creating a culture of accountability; building trusting relationships; and making informed, unbiased decisions for the good of their team and the company.
Unfortunately, this combination of talents that characterizes great managers only exists in about one in 10 people, Gallup says. Another two in 10 people have some number of the five talents and can become successful managers, but it takes some coaching and development.
The problem, the report says, is essentially that companies are hiring and elevating managers based on experience vs. their proficiency in the five talent areas. “Companies repeatedly put people in manager roles because they were successful in previous roles or because they have been with the company for a long time,” Gallup says. “This is a flawed strategy – a great front-line employee is not necessarily going to be a great manager...each role requires a different set of talents.”
The Key Takeaways
Gallup recommends organizations be highly conscientious in their succession planning and develop career paths for employees based on talent rather than title. That means job performance should be the ultimate arbiter of salary – not job title.
“Pay-for-performance may mean that employees make more money than their managers,” the report says. “Organizations back themselves into a corner when they tie pay to managerial status, creating an environment where employees constantly compete for roles that do not suit them.”
Additionally, service techs and salespeople are not the only ones who need training and education. “Managers at all stages of their career should have opportunities to learn and grow, whether through a mentor or coach, group classes, conferences or some type of online learning. The best managers are always striving to improve, and their organizations should encourage them to do so.”
Using its five requisites as a guide, Gallup has created Manager Assessments to help organizations determine if those talents exist in current managers and candidates. The assessments are objective, research-based interviews that may help take the guesswork out of the hiring and evaluation processes.
Get more info on the assessment and access the full report at www.gallup.com/services/182216/state-american-manager-report.aspx.
Paul Rothman is Editor in Chief of Security Dealer & Integrator (SD&I) magazine. Access the current issue, full archives, and subscription links at www.secdealer.com.
