26 January 2009
Middle managers quizzed about their current satisfaction levels
Gripes include not receiving credit for their work, difficulties communicating with Gen Y and quality of communication about recession.
Global consulting firm, Accenture recently commissioned International Communications Research (ICR) to conduct the 5th annual study to assess middle managers’ views on their job situations – a global survey spanning 17 countries.
Areas of dissatisfaction
Across the world, more than 40% of the middle managers surveyed are "highly satisfied" with working at their current organizations, with younger managers more highly satisfied than their older counterparts. Just 1 in 6 claim to be actively "dissatisfied".
Countries with the highest satisfaction levels are the Nordic countries, Switzerland, Spain, Latin America, Canada, Portugal, South Africa, Belgium and the US.
Most middle managers mention not getting credit for their work.
Dissatisfaction is highest in Japan (37% saying they're "not very satisfied" or "not at all satisfied"), UK (21%), France (20%) and Germany (19%).
What's causing irritation?
The most frustrating job aspects cited are insufficient compensation and increasing workloads. Most middle managers also mention not getting credit for their work as a gripe.
Other job frustrations include:
- not being supported by supervisors (Latin America, UK and Malaysia);
- no clear career path (China and Malaysia);
- insufficient training (especially Portugal, China and Malaysia); and
- the inability to balance work and home life (especially Germany and the Nordic countries).
Economic effects
It seems middle managers want to feel more secure by staying in their current job until the economy improves. The work environment in most countries has been negatively affected by the current economy, giving rise to employees’ concern for their jobs.
Except for India and China, most middle managers feel their employer has not taken any steps to help employees deal with a weak economy.
For the most part, middle managers around the world have not had to deliver bad news to their staff, particularly in Switzerland, Belgium and France. At the time of the survey, middle managers in India and China were the most likely to have been the bearers of bad news.
Middle management satisfaction
Middle managers are all looking for the same things in a job. In particular:
- salary and compensation; and
- interesting, challenging work.
Other frequent mentions include benefits and flexible work hours. Middle managers in India and Malaysia are also looking for opportunities to gain global experience in a new job.
In spite of many organizations’ increasing commitment to the environment and corporate social responsibility, these are the least mentioned job aspects being sought by middle managers globally.
The generational challenge
Middle managers generally describe their direct reports’ commitment to the company as high, particularly in Latin America, India, Switzerland and Australia. Most feel the older generation is more committed to their work, particularly In Germany.
But managers in Nordic countries, Japan, Spain and Portugal say there are few generational differences in commitment.
Globally, managers say the primary generational differences are:
- motivation
- communication styles
- work ethic
- values
Managers from Malaysia, India, China and South Africa mention 8 or more differences.
Four in 10 middle managers – particularly younger ones – feel managing a multi-generational staff group is difficult. Those from China, India, Japan and Malaysia find it particularly hard, whereas managers from Switzerland, UK, Canada, Belgium and Australia find managing across the generations less of a challenge.
Most middle managers feel their employer has not taken any steps to help employees deal with a weak economy.
Learning to manage multiple generations
Around 75% of middle managers say they've never received specific training in how to manage multiple generations. Managers most likely to have received such training come from China, India, Latin America, and Japan.
Gen Y (often described as those born after 1980) and is the most challenging generation by far – and among all groups – especially for middle managers aged 45 and older. Although in India, most middle managers also say Gen Y brings a fresh perspective.
Managers also most commonly say Gen Y has unrealistic expectations about advancement and salary – the top mentions in 10 countries.
The challenge becomes more complex as geographical spread increases. Around 25% of middle managers have colleagues and/or direct reports abroad – with significantly more being younger managers (< age 45).
General observations about Gen Y
The Hub spoke with Emma Reynolds (pictured, right), co-founder of Ask Gen Y, a generational trends and research consultancy, about her advice for working effectively with Gen Y employees.
"The world that Generation Y has been used to," says Reynolds, "can be characterized by the flattening of organizations, IT evolution (digital workstyle) and changing values in the workplace."
"Gen Y has been brought up to believe it can change the world. Optimistic, upbeat and filled with a sense of empowerment – they're the 'new kids on the block' and think they can achieve anything...or so their [Baby Boomer] parents told them!" she says.
As a phenomenon they're complex and full of contradictions, Reynolds also notes. "They’re technologically savvy but highly creative, environmentally conscious yet highly mobile. They expect instant rewards but also demand development for the long-term. They think like entrepreneurs but value relationships over money. It’s confusing. But it’s the future."
Generational shifts
Reynolds cites an example of an interesting generational dynamic taking place right now within the manufacturing industries. As the baby boomers retire, Gen X (those born 1962-1977), are by default, taking over the reins.
"However, much of this talent left the manufacturing industry during the last recession of the early 1990s," she says.
"During this time, for example, the steel industry, once seen as a potent training ground for Engineering talent, reduced its investment in manager training programs. This now brings into question the competence of those in junior and middle-management positions within heavy manufacturing without the appropriate training to manage the business."
Challenges facing communicators
The labor market dynamics are changing and today’s 20-somethings have multiple options in the workplace. "Therefore," Reynolds says, "it's common practice amongst this generation to leave or change jobs after 2-3 years."
"The challenge to organizations is how they'll manage this change and most importantly embrace the new world of work, those organizations that do will gain the competitive edge in the battle to attract and retain the best talent," warns Reynolds.
What messages do you need to communicate to Gen Y?
Reynolds also says that Gen Y are actually resolutely loyal, not to their employers, but to their profession and to themselves. They're defined by what they do, not who they work for. They “value their values” and work hardest not for reward, but for a cause, or an end result by which their abilities and potential can be measured.
Gen Y has been brought up to believe it can change the world.
"To this end," she says "Gen Y seek levels of communication which allow them to add value from day-one and make a difference to the organization. Gen Y can also be defined by their radical working values and their 24/7 connectivity to the outside world."
For most companies, the focus on talent management has centered on its end points; acquisition and retention. "By doing so, companies have misdirected their attention from what truly matters to key employees; developing people in ways that foster growth, deploying them into roles that tap their strengths and interests, and connecting them in ways that enhance performance," suggests Reynolds.
How to communicate with Gen Y 
Diane Gayeski (pictured, right), CEO,, in her Hub article How to communicate with Generation Y also provides what she thinks are the 5 typical characteristics of Gen Y that communicators should be aware of:
- They thrive on immediate feedback, so communicators should keep them up to speed on their own and the company’s progress.
- They are very idealistic.
- They aren’t confident in their ability to succeed, with few expecting to achieve the same level of success as their parents, although they've been given tremendous opportunities. While some researchers have named them “trophy children”, Gayeski disagrees: “Many parents have tried to give them the best possible start by taking them to different after-school activities. Their lack of confidence could stem from global competitiveness and awareness or how challenging today’s business world is.”
- Many aren’t as willing to sacrifice as much as the Baby Boomers for their work: “This could possibly be because of the increases in divorce rates, and as a generation they are very family-orientated and prize the time and ability to pursue their other activities,” Gayeski says.
- Paradoxically, “in one way they aren’t willing to sacrifice everything for their work, but in another if they're engaged with their work and feel it's aligned with their values they can be very hard-working and very enthusiastic.”
Overcoming language barriers
Cultural differences and language barriers are the greatest challenges managers face, although older managers report less difficulty.
(Later this week we'll hear from Laura Pallut, internal communications manager at Save the Children, about how the charity communicates with employees across different cultures and countries.)
Management support for performance
Three quarters of middle managers who receive formal performance reviews are measured against objectives determined beforehand. A similar percentage is evaluated on managing and developing their staff.
- Managers receiving formal performance reviews: annual (45%), twice a year (26%), more than twice a year (11%)
- Managers providing formal performance reviews for direct reports: annual (38%), twice a year (28%), more than twice a year (18%)
Informal feedback is more valuable than formal reviews say 69% of middle managers, with 36% of those receiving this feedback saying it helps them improve performance. Another third would like this feedback, but rarely receive it.
- Support from my own supervisor is: excellent (11%), good (42%), fair (30%), poor (11%), no support (6%)
Informal feedback is more valuable than formal reviews say 69% of middle managers.
Have your say
At the time of the report, most managers had not had to deliver bad news to staff, but we think the situation has probably changed by now. What are your experiences?
Middle managers seem uninterested globally in corporate social responsibility, but could this be a result of the downturn? This topic may seem unimportant if your job is on the line.
Generational differences seem very marked. Is this because of an increased focus? Or is the challenge greater? Younger managers are finding it harder to manage across the generations – added to which they also need to manage across geographies. Is there a need for more interpersonal skills development to deal with these twin challenges?
Managers appreciate informal feedback – yet the emphasis in most organizations continues to be on formal reviews. How much of this is still a tick-box exercise in your organization?
Or do you work in a manufacturing industry and are dealing with the issues Emma Reynolds raises about ill-equipped Gen X managers? Share your experiences with us below.
Recommended resources:
Why you should stay upbeat during economic downturn
How language choices can make or break your communication
Getting the best from international employees
How to communicate with Generation Y
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