Cost of ineffective management tops £19billion

-


Ineffective management could be costing UK businesses over £19billion per year in lost working hours, according to a new survey published by the Chartered Management Institute (CMI).

The study of 2000 employees across the UK reveals that three quarters (75 per cent) of workers waste almost two hours out of their working week due to inefficient managers. Worst management practices responsible for time lost include unclear communication (33 per cent); lack of support (33 per cent); micro-management (26 per cent); and lack of direction (25 per cent).

Taking the average hours wasted in a week (1.51) across the 48 weeks a year that the majority of workers work, this equates to a loss of £900 per employee per year – and a total loss to UK plc of £19.3billion, calculated at a median value rate.

Responding to the survey’s findings, Christopher Kinsella, acting chief executive of CMI, said:
“This survey highlights some disappointing – but not necessarily surprising – numbers. With only one in five UK managers holding a professional management qualification and many organisations not properly investing in management training, it’s not surprising that some managers are making mistakes in how they work. Yet we are in one of the hardest economic climates we’ve faced in some time, and business bosses need to understand the financial impacts of not having properly trained and qualified managers. Improving the skills of the management workforce is absolutely key in terms of individual business success, in terms of delivering effective public services and in terms of helping the UK deliver on a world stage.”

HRreview Logo

Get our essential weekday HR news and updates.

This field is for validation purposes and should be left unchanged.
Keep up with the latest in HR...
This field is hidden when viewing the form
This field is hidden when viewing the form
Optin_date
This field is hidden when viewing the form

 

Alarmingly, the research also highlights that 13% of those surveyed have witnessed managers exhibiting discriminatory behaviour towards employees based on gender, race, age or sexual orientation and almost one third (27%) have witnessed managers bullying or harassing their employees.

Christopher Kinsella continued: “As a body committed to the professionalization of UK managers, we were particularly concerned by these figures. No worker should ever feel threatened or discriminated against at their workplace. If managers are not signed up to a set of professional standards, such as CMI’s Code of Conduct, it is vital that they understand company policy on what is, and is not, acceptable behaviour – and are seen as champions of that policy, rather than the people breaking it.”

Latest news

Sustainable business starts with people, not HR policies

Why long-term success depends on supporting employees, not just meeting ESG targets, with practical steps for leaders to build healthier organisations.

Hiring steadies but Gulf crisis threatens recovery in UK jobs market

UK hiring shows signs of stabilising, but rising global uncertainty linked to the Gulf crisis is weighing on employer confidence and delaying recovery.

Women ‘face career setback’ risk with flexible working

Female staff using remote or reduced-hour arrangements more likely to move into lower-status roles, raising concerns about bias in career progression.

Jo Kansagra: Make work benefits work for Gen Z

Gen Z employees are entering the workforce at full steam, and yet many workplace benefits schemes are firmly stuck in the past.
- Advertisement -

Union access plans risk straining workplace relations, CIPD warns

Proposed rules on workplace access raise concerns about employer readiness and operational strain.

Petra Wilton on managers struggling with new workplace laws

“Managers are not being given the tools they need to fully understand how the rules of the workplace are changing.”

Must read

Colin Willis: Solving common misconceptions surrounding Artificial Intelligence and bias in hiring

When it comes to artificial intelligence (AI); its implementation, intended usage and outcome are heavily discussed, analysed and often critiqued...

Royston Guest: Five steps to identifying the skills gaps in your organisation

"You must be able to move internal talent around, to switch roles between people."
- Advertisement -

You might also likeRELATED
Recommended to you