DEVELOPMENT AND LEARNING

Development and Learning



Development and Learning

Anonymous in his article explains, “While frontline management has become more informal, most management-development strategies have remained focused on formal managers. Researchers findings help explain why efforts to improve frontline performance that focus solely on the formal manager have limited success. Companies require to pull forward key development efforts to boost the informal manager ranks. In so doing, they can have an instant plus important impact on day-to-day management as well as performance (Starkey, 2004).

A Road Map for Targeting Frontline Management Investments: Maximizing Performance and Retention

Anonymous reveals that nearly 60 percent of frontline managers underperforms during their first two years in seat, driving performance gaps and employee turnover across the entire frontline. The Learning and Development Roundtable's Road Map for Targeting Frontline Management Investments is part of a complete step-by-step plan designed to help organizations boost the effectiveness of frontline management without adding significant cost. As part of this study, the Anonymous also demonstrates how organizations can optimally extend their development efforts to include informal managers (Stamm, 2003). Three essential phases identified in this article for maximizing performance and retention includes:

Isolating Frontline Management Development Priorities: Only 19 percent of informal managers report being satisfied with the people-management training offered by their organizations. In addition, only one-third of informal managers determine their direct managers plus peers effective at helping them understand the challenges of learning as well as development. Anonymous identifies New Strategies for enhancing frontline management as well as performance The most progressive organizations overcome these challenges by paying attention to their development investments on critical management requirements, instead of exclusively focusing on individuals who carry a managerial title. 

Uncovering the Profiles of Informal Managers: an Anonymous article reveals that, in most organizations, informal frontline managers outnumber formal frontline managers by a ratio of four to one. By determining informal managers and discerning how those managers spend their time, ...