[Survey] Differences in the worries of managers by stage revealed *ALL DIFFERENT Co., Ltd.*
Press release: September 5, 2024
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[Survey] Differences in the worries of managers by stage revealed *New managers “judgment axis”, veteran managers “relationship with subordinates”, executive candidates “results”*
ALL DIFFERENT Co., Ltd. (Location: Chiyoda-ku, Tokyo) supports organizational development and human resource development for over 4.2 million people in 13,000 companies.
President and Representative Director: Daisuke Masaki) and the Learning Innovation Research Institute, which conducts surveys and research on “Creating the Future of People and Organizations (R),” will conduct training for our managers from May 20th to July 17th, 2024. We conducted a “Managerial Awareness Survey” targeting 415 participants. In this report, we will publish the results focusing on the concerns and issues of the respondents who are in managerial positions above the section manager level.
-* Background* -* Work load increases. What are managers currently worried about?
In recent years, it has been talked about that the number of young people who do not want to become managers is increasing, highlighting the gap in values from the era when it was common for everyone to aim for a career advancement. The background to this is that the increasing complexity and sophistication of managerial duties due to changes in the business environment, such as changes in work styles and the development of DX, do not match the ideal image of young people who tend to prioritize work-life balance. can be mentioned. Furthermore, managers in recent years are required to manage their employees based on individual career plans, such as promoting career autonomy and maintaining the motivation of subordinates, and it has been pointed out that their workload has increased.
With this background in mind, we conducted a survey to find out what kind of challenges current managers are facing. In this report, we subdivide managers into three stages based on job title and experience level, and by comparing and analyzing them, we will publish the results of a survey by managerial stage, which has not been revealed in previous managerial surveys. .
* ■Summary of survey results*
*Management staff concerns*
・More than half of respondents answered that “developing subordinates” was the top concern
・A high percentage of newly appointed managers have concerns about their own judgment, veteran managers have concerns about communicating with subordinates, and executive candidates have concerns about achieving results.
* Scenes where you feel challenges in knowledge/skills*
・New managers experience challenges in knowledge and skills when judgment is required, veteran managers experience issues when instilling policies and strategies, and executive candidates experience challenges in new areas of work. to the trend
* Perceived own role *
– New managers recognize their role as “understanding the work status of their subordinates,” and veteran managers and executive candidates recognize their role as “communicating company and departmental policies.” As candidates become executive candidates, their perspective increases, and they become more aware of their roles in “building departmental strategies” and “budget management.”
* ■Details of survey results*
* [Concerns of managers] *
*More than half of respondents answered that “developing subordinates” was the top concern*
First, we asked managers at the section manager level and above (hereinafter referred to as “managers”) what kind of concerns they face. As a result, only 2.7% of managers had no worries, and 97.3% of managers had some kind of trouble.
More than half of managers (55.2%) answered that their biggest concern was “nurturing subordinates.” Next was “Communication with
subordinates” at 30.4%, followed by “Subordinate
evaluation/feedback” at 27.4%, with items related to subordinates rising to the top. (Figure 1)
Next, managers are categorized into three stages: section managers in their 1st to 3rd year as “new managers,” section managers in their 4th or more years as “veteran managers,” and department managers as “executive candidates.” Let’s see if there are any differences depending on the stage.
* Newly appointed manager * 1st to 3rd year manager class
* Veteran manager * Section manager class with 4 years or more *Management candidate* Manager class
*For new managers, “own judgment”; for veteran managers,
“communication with subordinates”*
*A high percentage of executive candidates have trouble achieving results* When comparing the concerns faced by managers by dividing them into three stages: “new managers,” “veteran managers,” and “executive candidates,” more than half of each group said, “* Development of subordinates *
” and found that this is the biggest problem regardless of the stage.
Among new managers, “Developing subordinates” (57.3%) was followed by “own judgment” at 33.6%, and “evaluation and feedback from subordinates” at 32.7%. Compared to other stages, *
There was a tendency for “self-judgment ability”* to be more than twice as high as for other stages.
Among veteran managers, “Developing subordinates” (56.0%) was followed by “Communication with subordinates” at 36.2%, and “Subordinate evaluation/feedback” at 23.3%. Compared to other stages, *
“Communication with subordinates”* was 7.4 points higher than other stages. Among executive candidates, “developing subordinates” (50.0%) was followed by “achieving department/team results” at 37.9%, and “penetrating and communicating department/team policies and strategies” at 31.8%. When compared with other stages, *
“Department/Team Results Achievement”*
was over 15.2 points higher, an outstanding result. Additionally, although the percentage of “Company’s performance/future” was not high at 24.2%, it was 10.4 points higher than other stages, indicating that the higher the managerial stage, the higher the number of responses to this item. (Figure 2)
* [Scenes where you feel challenges with knowledge/skills] * *
New managers tend to experience issues with knowledge and skills when they are required to make decisions, veteran managers when they need to instill policies and strategies, and executive candidates when they take on new areas of work. to*
Next, we compared the situations by stage in which people felt that they had problems with their knowledge and skills. As a result, each stage has a common “*
We found that many people feel that they have problems with knowledge and skills when fulfilling the positions and roles required by their superiors and the company*.
Among new managers, “When I am in a position or role that is required of me by my boss or the company” (49.1%) came first. Next, “*When judgment is required as a manager*
” was followed by 46.4%, which was more than 13.6 points higher than other stages.
Among veteran managers, 32.8% said “When I am required to make decisions as a manager” (43.1%), followed by “When I am required to make judgments as a manager” (32.8%), and “When I take on a new field of work” (43.1%). “Toki” followed with 31.9%. Compared to other stages, “*
A high percentage of 31.0% said “When communicating department/team policies and strategies*.”
Among executive candidates, “When taking on a position or role that is required of me by my boss or the company” (43.9%) was followed by “When taking on a challenge in a new area of work.”
” was followed by 40.9%, which was more than 9.0 points higher than other stages. (Figure 3)
* [Recognized own role] *
*
New managers recognize their role as “understanding the work status of their subordinates,” and veteran managers and executive candidates recognize their role as “communicating company and departmental policies.” As a candidate for executive positions, your perspective increases and you become more aware of the roles of “building departmental strategies” and “budget management”*
Finally, we asked them how they perceived their role as a manager.
60% of newly appointed managers said, “Understanding the work status of subordinates*
” I answered. Next was “properly communicating company and
departmental policies to subordinates” at 55.5%, followed by “setting and sharing goals for subordinates” at 51.8%. Compared to other stages, “Setting and sharing goals for subordinates” was 6.1 points higher.
For veteran managers, “* Correctly communicate company and
departmental policies to subordinates*
‘ was the highest result at 56.0%. Next was “understanding the company’s policies correctly” at 55.2%, followed by “understanding the work status of subordinates” at 53.4%. Compared to other stages, “Show your subordinates your work attitude and behavior so they remember it” was 5.4 points higher.
Executive candidates are required to: “* Correctly communicate company and department policies to subordinates*
” was 65.6%, 62.3% was “building a departmental strategy in relation to the company’s business plan,” and 59.0% was “understanding the work status of subordinates.” In particular, in comparison with other stages, “*
Building departmental strategies against company business plans* ” was over 26.1 points high, “planning, executing, and managing budgets” was over 18.2 points high, and “putting established departmental strategies into plans” was over 17.2 points high. It has become clear that the perception of (Figure 4)
*The above figure is an excerpt of the answer items. For data on all items, please see “Reference materials” at the end of this report. * ■Summary*
The results of this survey confirm that more than half of managers are concerned about the development of their subordinates. Last year’s survey results*1 show that the biggest worry for managers is “nurturing subordinates,” and it can be said that “nurturing subordinates” is an eternal theme for managers. In addition, when it comes to situations where one feels that there are challenges to one’s own knowledge and skills, the top choice is “when I am in a position or role that is required of me by my boss or the company,” and when I feel that I am not meeting the standards required for each role. , I could see them feeling a sense of challenge.
Furthermore, it has become clear that managers have different concerns and challenges depending on their stage, such as “new manager,” “veteran manager,” and “executive candidate,” and that management positions should not be considered all at once. I did.
A characteristic of new managers is that in addition to “nurturing their subordinates,” many of them have concerns about “their own judgment.” When faced with challenges to one’s own knowledge and skills, a higher proportion of respondents answered “when I am required to make judgments as a manager,” and although the number of situations in which I am required to make judgments increases rapidly as I change positions from general employees to managers. , I could see that he was not sure of his own judgment criteria and was going through trial and error.
For veteran managers, in addition to “developing subordinates,” concerns about “communicating with subordinates” rose to the top. In particular, he feels that his own knowledge and skills are lacking when it comes to “instilling the policies and strategies of a department or team,” and it appears that he is having a hard time building a sense of understanding with his subordinates.
In addition to “developing subordinates,” among executive
candidates, a higher percentage of them were worried about “achieving department/team results” and “the company’s performance/future.” The percentage of respondents who answered “when I take on the challenge of work” increased. I got a glimpse of his commitment to his team’s results and his high level of perspective in exploring new areas as a member of the management team in order for the company to grow and survive.
In this way, new managers tend to have concerns about their own knowledge and skills, such as making decisions, while experienced managers have concerns about understanding the company’s policies and strategies and communicating with subordinates, and when they become executive candidates. I found that I had a stronger perspective on company management than myself or my subordinates.
*1 Learning Agency Co., Ltd. (currently ALL DIFFERENT Co., Ltd.) Managerial awareness survey https://
* ■Survey overview*
*Survey target audience* Participants in management training provided by our company
*Survey period* May 20, 2024 to July 17, 2024
* Survey method* Web/mark sheet questionnaire survey
*Number of samples* 415 people
*Attributes* (1) Industry
Construction industry 32 people (7.7%)
Manufacturing industry 64 people (15.4%)
Electricity/gas/heat supply/water industry 5 people (1.2%)
Information and communications industry 100 people (24.1%)
Transportation industry, postal industry 16 people (3.9%)
Wholesale trade, retail trade 74 people (17.8%)
Financial industry, insurance industry 17 people (4.1%)
Real estate industry, goods rental industry 12 people (2.9%) Academic research, professional/technical service industry 17 people (4.1%) Accommodation industry, food service industry 2 people (0.5%) Life-related service industry, entertainment industry 1 person (0.2%) Education, learning support industry 1 person (0.2%)
Medical, welfare 3 people (0.7%)
Complex service business 11 people (2.7%)
Service industry (not classified elsewhere) 37 people (8.9%) Public service 4 people (1.0%)
Others 18 people (4.3%)
Don’t know 1 person (0.2%)
(2) Company size
~50 people 44 people (10.6%)
51 to 100 people 53 people (12.8%)
101 to 300 people 202 people (48.7%)
301 to 1,000 people 90 people (21.7%)
1,001 to 5,000 18 people (4.3%)
5,001 or more 6 people (1.4%)
Don’t know 2 people (0.5%)
*When quoting this survey, please specify [Learning Innovation Research Institute “Managerial Awareness Survey (Concerns and Challenges Edition)]”
*Questions that are determined to be errors or blanks during reading are excluded from analysis as missing data.
*Numbers such as composition ratios are rounded to the second decimal place, so the total value may not add up to 100%.
* ■Considerations from CLM (Chief Training Officer)*
The results of this survey revealed that the worries and challenges faced by managers differ depending on the stage. New managers feel they lack judgment, veteran managers struggle to communicate with subordinates, and executive candidates find it difficult to achieve results for their departments and teams. We will consider how companies can support these challenges.
First of all, in order to improve the judgment skills of new managers, it is necessary not only to rely on the individual’s self-help efforts, but also to clarify “what constitutes good judgment” as an organization and establish a system to make it pervasive. Masu. For example, important decisions and their rationale can be shared within the organization to increase transparency. It is also effective to provide decision-making training using simulations to develop judgment skills, and to introduce a mentor system to provide opportunities to receive feedback from experienced managers. In many cases, there are many new managers who are forced to make judgments based on their own experience, without any guidance or guidance from their superiors, so the above initiatives should help them. .
Second, veteran managers need workshops and programs to help remove bias and improve communication skills and encourage dialogue with subordinates. For example, you could set up an opportunity to learn how to restructure communication with your subordinates through role-playing and case studies.
Finally, we recommend that executive candidates conduct an assessment to understand the capabilities required to achieve results for their departments and teams, and to clarify points that need to be strengthened. Because there are a wide variety of abilities required for departments and teams to achieve their results, it is possible to set the wrong tasks and end up making efforts to develop abilities in vain. Therefore, it is a good idea to use assessment to clarify the points to strengthen, and then steadily implement the PDCA cycle.
Through these initiatives, we hope to resolve the issues faced by managers at each stage and contribute to improving the performance of the entire organization.
After working at a business company, we established ALL in 2010. Joined DIFFERENT Co., Ltd. (formerly Tohmatsu Innovation Co., Ltd./Learning Agency Co., Ltd.). Through consulting and lecturer work, he supports the organizational development and human resources development of approximately 100 to 150 companies a year, while also acting as a person in charge of in-house training. After participating in the launch of the Osaka branch and leading the company to achieve annual targets as a sales leader, he engaged in content development work at the head office. He has served as the head of the consulting business division for medium-sized and large companies. He has appeared in many media such as Nihon Keizai Shimbun and NHK. *ALL DIFFERENT Co., Ltd.*
*Organizational Development Consulting Headquarters*
*Senior Manager/Development Office Head*
* CLM (Chief Development Officer) *
* Hiroyuki Nemoto *
* ■Reference materials*
Learning Innovation Research Institute
Our research institute conducts various investigations and research activities related to creating the future of people and organizations. Delivering data-driven solutions for organizational development. ALL DIFFERENT Co., Ltd.
A consulting company that provides organizational development and human resources training support.
We provide consistent support in all areas of organizational development and human resource development, from human resource development to building personnel systems, formulating business plans, and hiring human resources.
《History》
2006: Started human resources development business as Tohmatsu Innovation Co., Ltd. and developed and provided many industry-first and patented services.
2019: Became independent from Deloitte Tohmatsu Group as Learning Agency Co., Ltd.
2024 Company name changed to ALL DIFFERENT Co., Ltd.
Representative Director and President Daisuke Masaki
Head office location: ITOCiA Office Tower, 15F (reception), 17F, 18F, Yurakucho, 2-7-1 Yurakucho, Chiyoda-ku, Tokyo 100-0006
Branch Offices Chubu Branch, Kansai Branch
Number of personnel: 316 people (as of April 1, 2024)
Business: Organizational development support, human resource development support, development and provision of various contents, implementation of various research studies by the Learning Innovation Research Institute
Services Fixed-rate group training “Biz CAMPUS Basic” / Live online training “Biz CAMPUS
Live” / Business skills learning app “Mobile Knowledge” / Business skills diagnostic test “Biz SCORE”
Basic” / IT technology acquisition support service “IT CAMPUS” / Digital skills acquisition support service “DX
CAMPUS”/Managerial Assessment “Discover HR” “Competency Survey for “Empower HR” / HR system construction support service
Business plan formulation support service “Empower COMPASS” / Career change support service “Biz JOURNEY”, etc.
URL https://www.all-different.co.jp/corporate