Remote Managers Killing Culture – 2 in 3 Professionals Threaten to Quit

• 2 in 3 professionals will leave their job this year if they don’t get more face time with their manager
• Half state that less meetings and interaction with their manager has impacted their output
• A quarter of professionals ‘don’t communicate’ with their manager at all when WFH – up from 3% at the start of the pandemic
• 1/3 of managers have disbanded face-to-face catchups with employees for good
• 62% of professionals would decline a job offer if not delivered in person (F2F or video call), with three quarters expecting a job offer to come from prospective line manager rather than HR

2 in 3 South African professionals have reported that they are ‘highly likely’ to leave their job this year due to a lack of face time with leaders within their organisation.

Following news that President Cyril Ramaphosa would like to bring South Africa’s national state of disaster to a close next month, an annual employee survey from recruiter Robert Walters reveals the potential damage of upholding remote leadership in 2022.

Results from the survey indicate a correlation between a decrease in performance and morale for professionals who claim they see their manager (face-to-face) less than once a week.

Both performance and morale steadily increased for professionals who spent more days in the office with their manager.

The ‘wrong kind’ of Autonomy

48% of professionals stated that fewer meetings and less interaction with their manager has led to a dip in their output.

In fact, when asked how often professionals speak to their line manager when working from home, 22% stated that they “don’t really communicate with manager when working from home” – up from just 3% who stated the same at the beginning of the pandemic.

A third of managers have permanently adopted a new management style post-COVID, in favour of holding catch-ups (both formal and informal) with their staff over the phone or via video call – rather than in person.

Many professionals believe that this increasing lack of contact with their line manager has resulted in them being overlooked for new opportunities (44%), progression (37%), and training (26%).

 Samantha- Jane Gravett,  Associate Director for Robert Walters – Africa comments:

“As the concrete solidifies on hybrid working schemes, the long-term impact of remote leadership is yet to be assessed, but it cannot be ignored.

“Professionals striving  for progression want to show initiative, adaptability, and the ability to handle responsibility by themselves – and so by nature they won’t necessarily ask for more face time with their manager as they feel it works against the point they are trying to prove.

“Outside of effective delegation and general team management, a line manager must act as a leader – guiding and supporting each individual and helping to finesse and bring out star qualities and skills.

“This leadership skill is not simply an ‘add-on’ to a line managers duty but critical – and central to that is high levels of engagement, face time and shadowing. Businesses must understand that if they are to have a solid future talent pipeline they should take a look at the current management style of their leadership team and make adjustments to ensure there is face to face interaction, where possible.”

Face to Face Interaction Important for New Employees

Added to that, the survey found that 62% of professionals would be ‘put off’ a new job offer not delivered in person (F2F or video call) – with a generic email (57%), voice call (33%), or a voicemail being the leading approaches that would put prospective candidates off.

Over three quarters (77%) of professionals believe that prospective line managers should be the one presenting a job offer to a candidate – rather than HR – with a further 45% stating that it is important that they are invited to a team lunch or social within the first week of starting their new job.

Samantha comments: “Job satisfaction takes many forms, but these survey results highlight how companies need to be acutely aware of the potentially negative effects of impersonal processes for hiring or managing employees.

“Where in many instances technology and the virtual world can aid proficiency, it is no replacement for human interaction when trying to engage a prospective employee or onboard a new hire.”