Survey: Managers Spend Nearly One Day a Week Managing Poor Performers
MENLO PARK, Calif., Nov. 8, 2012
MENLOPARK, Calif., Nov. 8, 2012 /PRNewswire/ --Managers asking themselves
"Where does the day go?" may now have an answer. Chief financial officers
(CFOs) recently surveyed by Robert Half International said that, on average,
supervisors spend 17 percent of their time -- nearly one day per week --
overseeing poorly performing employees.
However, managers aren't the only ones to suffer the effects of a bad hire.
Ninety-five percent of respondents said a poor hiring decision at least
somewhat impacts the morale of the team, with more than one-third (35 percent)
saying morale is greatly affected.
The survey was developed by Robert Half, the world's first and largest
specialized staffing firm. It was conducted by an independent research firm
and is based on interviews with more than 1,400 CFOs from a stratified random
sample of U.S. companies with 20 or more employees.
CFOs were asked, "In general, what percentage of a manager's time is spent
coaching and/or supervising poorly performing employees?" The mean response
was 17 percent.
CFOs also were asked, "To what extent do you think making a poor hiring
decision affects the morale of your team?" Their responses:
Not at all 5%
"Bad hires are costly, not just for the drain they place on the budget but
also in terms of lost morale, productivity and time," said Max Messmer,
chairman and CEO of Robert Half International and author of Motivating
Employees For Dummies^® (John Wiley and Sons, Inc.). "Underperforming
employees also require significant attention from employers, distracting
managers from business-critical initiatives and causing other team members to
pick up the slack."
Messmer added, "Bad personnel decisions rarely happen by chance. In
retrospect, managers usually discover they failed to give proper attention to
the hiring process."
Robert Half identified five don'ts and do's when hiring:
Tap colleagues for their thoughts on needed
attributes and competencies for the open
1. Go it alone. role, and work with a specialized recruiting
firm to find the best candidates.
Cultivate a talent pipeline by personally
reaching out to your network and recruiting
2. Think the Internet has all sources. Online tools can be valuable, but
the answers. personal interaction is the most important
aspect of the hiring process.
Extend an offer once you identify your top
candidate. Companies that don't move quickly
3. Take too long. risk losing good people to other
Offer a compensation package that, at a
minimum, meets the market standard. Stay
4. Offer a low salary. current on prevailing trends by reviewing
resources such as the 2013 Salary Guides from
5. Fail to differentiate between Identify the skills that are mandatory and
must-have and nice-to-have those that can be developed. The goal is to
candidate attributes. hire the person who is the best match for the
job and your work environment.
About the Survey
The national study was developed by Robert Half International. It was
conducted by an independent research firm and is based on more than 1,400
telephone interviews with CFOs from a random sample of U.S. companies with 20
or more employees. For the study to be statistically representative and ensure
that companies from all segments are represented, the sample was stratified by
geographic region and number of employees. The results were then weighted to
reflect the proper proportion of employees within each region.
About Robert Half International
Founded in 1948, Robert Half International is the world's first and largest
specialized staffing firm. The Menlo Park, Calif.-based company has more than
350 staffing locations worldwide and offers online job search services on its
divisional websites, all of which can be accessed at www.roberthalf.com.
Follow Robert Half on Twitter at twitter.com/roberthalf.
SOURCE Robert Half International
Contact: Michael Weiss, +1-650-234-6383, firstname.lastname@example.org
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