Learning and Development Roundtable Identifies New Strategies for Improving Frontline Management and Performance
Roundtable Releases a New Road Map to Help Organizations Improve Frontline Management and Increase Employee Performance By up to 25 Percent

WASHINGTON & LONDON--(BUSINESS WIRE)--Sept. 27, 2007--The Learning and Development Roundtable, a membership program of the Corporate Executive Board (www.executiveboard.com) (NASDAQ: EXBD) and a leading provider of best practices research, executive education, and decision-support services for Chief Learning Officers, learning and development executives, and their staff, today announced key findings for its 2007 research study and a straightforward road map to help organizations improve the effectiveness of frontline management, drive employee performance, and increase retention.

Becton, Dickinson and Company Director of Leadership Development and Learning Joseph Toto said, "The research presented at this year's annual executive retreat was outstanding. We were quite impressed by the implementation tactics--they clearly address often overlooked learning and development issues."

Snapshot of Roundtable Study Findings: Manager Disengagement and The Rise of Informal Managers

Based on a comprehensive survey of frontline teams and managers, the Learning and Development Roundtable found that more than 50 percent of front-line managers would rather not manage people and that "informal managers" (rather than formally-designated managers) actually do most of the day-to-day management of frontline teams. The Roundtable's work this year focuses on helping organizations to more rapidly implement cost effective strategies to boost frontline performance by building the right people-management capabilities in both formal and informal managers.

Learning and Development Roundtable Managing Director Todd Safferstone explains, "While frontline management has become more informal, most management-development strategies have remained focused on formal managers. Our findings help explain why efforts to improve frontline performance that focus solely on the formal manager have limited success. Organizations need to pull forward key development efforts to support the informal manager ranks. In so doing, they can have an immediate and significant impact on day-to-day management and performance."

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

Roundtable research reveals that nearly 60 percent of frontline managers underperform 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 Roundtable also demonstrates how organizations can optimally extend their development efforts to include informal managers. Three essential phases identified in this study for maximizing performance and retention include:

(1) Isolating Frontline Management Development Priorities. Only 19 percent of informal managers report being satisfied with the people-management training offered by their organizations. Furthermore, only one-third of informal managers find their direct managers and peers effective at helping them understand the challenges of Learning and Development Roundtable Identifies New Strategies For Maximizing The Effectiveness of Frontline Managers supervising people. The most progressive organizations overcome these challenges by focusing their development investments on critical management needs, rather than exclusively focusing on individuals who carry a managerial title.

(2) Uncovering the Profiles of Informal Managers. Roundtable research reveals that, in most organizations, informal frontline managers outnumber formal frontline managers by a ratio of 4 to 1. By identifying informal managers and discerning how those managers spend their time, organizations can extend their training programs and focus on building the five critical people-management competencies that can contribute to as much as a 25 percent increase in performance.

(3) Pushing Development Beyond the Classroom. The Roundtable profiles examples from leading organizations that push development beyond the classroom through experiences, peer networks, and upward management. By emulating these approaches, organizations can deliver high quality, low-cost development opportunities to a larger population, while also improving their selection processes.

About The Learning and Development Roundtable

The Learning and Development Roundtable is a leading provider of best practices research, executive education, and decision-support services for Chief Learning Officers, learning and development executives and their staff. The Learning and Development Roundtable is a membership program of the Corporate Executive Board (NASDAQ: EXBD) (http://www.exbd.com), the premier network for leaders of the world's largest public and private organizations. More information on the Learning and Development Roundtable can be found at: https://www.ldr.executiveboard.com.

About the Corporate Executive Board

The Corporate Executive Board Company is a leading provider of best practices research and analysis focusing on corporate strategy, operations and general management issues. The Corporate Executive Board provides an integrated set of services currently to more than 3,700 of the world's largest and most prestigious corporations, including more than 80 percent of the Fortune 500. These services are provided primarily on an annual subscription basis and include best practices research studies, executive education seminars, customized research briefs, and Web-based access to a library of more than 300,000 corporate best practices.

 

CONTACT: Corporate Executive Board
Joni Renick, 202-777-9499
pr@executiveboard.com
www.executiveboard.com

 

SOURCE: Corporate Executive Board