The function is less dreaming. Only 34% of employees aspire to become managers. Yet 84% of those in this position intend to keep it for the next five years.
A proportion of 51% of the 578 managers surveyed by Cegos – to establish its “Radioscopy of Managers” barometer – have been chosen by choice. Their aspirations were then both collective and individual: 53% wanted to support the development of women and men and increase their skills, 44% considered their accession to a managerial function as a mark of recognition and appreciated being rewarded 40% felt that such a position gave them the opportunity to be involved in the strategic decisions of the company. Also worth noting: 39% wanted to support human transformation projects and only 12% wanted to have power over the teams and the organization. With hindsight, these people interviewed globally satisfied with this career choice which gives them greater responsibilities and greater autonomy. And a proportion of 84% intends to continue to exercise their function in the next five.
Reporting and social partners
A not very surprising percentage: the individual management and the increase in skills of their employees give the most value to their function and 78% of managers believe that their role meets these expectations. Nevertheless, these managers would no longer want to have to report or manage relations with the social partners. These two aspects of their function require more time and effort and do not give them real satisfaction. Another point of dissonance: some 22% mention the lack of support from the top management, the lack of freedom and means to support their employees, or the lack of time as reasons to no longer want to occupy such a function at the future.
Between listening kindness and courage
Of course, depending on whether you are an employee or manager yourself, the function is not perceived in the same way. Managers tend to exaggerate the criticism of their employees: 50% of them think that the lack of proximity and availability is the main criticism that is made them. While only 40% of employees actually think so, and that 32% even see their superior as a manager of proximity.
Other notable points: 54% of managers consider that it is more difficult to manage today than before. Nevertheless, concerning their respective working conditions, employees and managers are in two areas: 81% of employees and 76% of managers manage to maintain a good balance between their professional and private lives. And 71% of employees and 77% of managers believe that their supervisor is listening to them in case of difficulties. On the other hand, if 74% of managers believe that their hierarchy takes into account their opinions and proposals, this is the case for only 58% of employees. Finally, 33% of managers say they sometimes act against their ethics and their values, against 25% of employees.
The ideal manager? Among the five profiles proposed – proximity manager, business manager, coach manager, leader manager and communicating manager – it is the first one that is, in the majority, acclaimed by managers and employees. Everyone agrees on three key skills that a good leader must possess: listening, availability and empathy. One of the main difficulties is knowing how to combine requirement and benevolence. Not to mention the courage, a quality that employees expect from their manager.
