Good morning!
I’m Brit Morse, and I’ll be the new lead writer for CHRO Daily. I’m based in New York City, where I’ve worked as a journalist for years covering HR, workplace policy, legal affairs, and DEI. I’m thrilled to join the team here at Fortune, delivering stories and insights from top companies and executives directly to your inbox.
I want to hear from CHROs and business leaders about what’s happening at your company. Please send your thoughts on hiring, return to work, remote work, labor laws, organizational culture, management, compensation, and any other issues you think I should cover to brit.morse@fortune.com.
Now, for some news….
Managers are struggling to keep up with their ever-growing list of responsibilities. Around 75% of bosses say they’re overwhelmed by the expansion of their duties, according to a new Gartner survey. Around 35% say they have more direct reports than they did prior to the pandemic, and more than 50% say they’ve experienced an increase in the number and complexity of tasks they’re required to do.
CHROs are scrambling to keep up with the new normal, and allocate resources towards helping this group. A big part of that is leadership development—around 75% of HR leaders report making significant updates to their programs in the last year, and more than half say they’ve increased spending. But they might be focusing on the wrong kind of training.
Old-school leadership development, such as seminars and lectures, no longer provides managers with the kind of people-focused skills required to supervise others effectively, according to the report. These archaic methods may even harm development, Mark Whittle, vice president of research and advisory for Gartner's HR practice, tells Fortune.
“Traditional in-person learning is often limiting because the event occurs and there’s a social touchpoint with others, but it’s a one-off,” says Whittle. “You run into someone and talk about the weather and about your families, but there isn’t anything intentional.”
Instead, he says, HR leaders should focus on creating network-based learning opportunities for managers, such as support groups or social events where they can talk with their peers regularly. When properly formed, Whittle says these connections help people build trust within an organization and help managers become more comfortable sharing challenges and seeking help from their peers.
But it’s also critical for CHROs and company leaders to spot potential managerial problems before they even begin by making sure they’re hiring the right people. Regardless of how good someone is at their job, individual contributors don’t always make the best bosses.
Offering potential candidates experience making decisions through simulation programs so they can get a feel for the job before taking it on is one way to find and prepare future managers, according to the study. It may also be a good idea to allow current employees to opt out of management training and remain individual contributors without worrying about salary reduction or losing respect among peers. That way, they don’t feel pressured to take a managerial position because they think they have to.
Brit Morse
brit.morse@fortune.com
