Bosses spend more time dealing with disciplinary issues because of a failure to communicate with employees

新調(diào)查顯示，大多數(shù)主管都無法充分發(fā)揮員工的價值。

Don't like your boss? Think you can do a better job?

不喜歡你的上司?認為你可以做得更好?

The findings have highlighted the growing unrest amongst workers towards those in charge - which is also undermining the UK's economic recovery.

調(diào)查結(jié)果突出顯示員工們對老板的不安情緒日益增長，這也損害了英國經(jīng)濟的復蘇。

Most managers believe their staff are satisfied with them, but only 58% of employees agreed.

大多數(shù)主管認為他們的員工對自己感到滿意，然而只有58%的員工是這么想的。

A survey of 2,000 employees suggested that one of the problems in tackling the UK’s skills deficit is that many managers do not know how bad they are at handling people.

這項涵蓋了2000名員工的調(diào)查表明，英國技工荒的癥結(jié)之一是許多主管沒有意識到自己在管理員工方面做得有多糟

Ben Willmott, of the CIPD, said: 'Leadership and management capability continues to be an Achilles heel for UK plc, despite mounting evidence that these are skills for growth essentials.

英國特許人事與發(fā)展協(xié)會的本 威爾默特說：“盡管大量證據(jù)表明領(lǐng)導能力和管理能力是經(jīng)濟增長的要素，然而這兩方面的能力對英國上市有限公司而言依然是個軟肋。

'Our research shows almost three in 10 people have direct management responsibility for one or more people in the workplace, and yet only just over half of employees are satisfied with their manager.

“我們的調(diào)查顯示，約十分之三的人對公司里的至少一個員工負有直接管理責任，但是對上司感到滿意的員工比例才剛過半

'A small increase in capability across this huge population of people managers would have a significant impact on people’s engagement, well-being and productivity.

“要是這么多管理者都能稍微提高一下自身的管理能力，就會對員工的聘任、福利和生產(chǎn)效率產(chǎn)生重大影響。

'However, too many employees are promoted into people management roles because they have good technical skills, then receive inadequate training and have little idea of how their behaviour impacts on others.'

“但是，許多被提拔到人事管理職位的員工是因為自己的技術(shù)水平高才獲得晉升，他們所接受的管理培訓不足，對自身行為對他人造成的影響也不太清楚。”

Three out of five managers said they met individual employees at least once a fortnight to discuss their workload or other work-related issues, but just one in four employees agreed this was the case, said the report.

報告說，五分之三的管理者稱他們至少每兩周會和員工單獨見一次面，談論一下他們的工作量或其他工作相關(guān)問題，但只有四分之一的員工表示這與真實情況相符。

Willmott added: 'Too many managers fall into a vicious cycle of poor management; they don't spend enough time providing high-quality feedback to the people they manage, or coaching and developing them or tapping intotheir ideas and creativity.

威爾默特補充說：“太多的管理者陷入了管理不善的惡性循環(huán);他們沒有花足夠時間為自己管轄范圍內(nèi)的員工提供高質(zhì)量的反饋，指導和發(fā)展員工，或挖掘員工的想法和創(chuàng)造力。

'Which means they have to spend more time dealing with stressed staff, absence or conflict and the associated disciplinary and grievanceissues.'

“這意味著這些管理者不得不花更多時間來應對員工的壓力問題、缺席或沖突，以及相關(guān)的紀律問題和不滿情緒。”

While 'good' managers prioritised spending time with their staff, the report added.

報告說，與此相反，“好”主管則會高度重視和員工相處的時間。

Willmott concluded: 'Good managers value and prioritise the time with their staff because they realise that this is the only way to get the best out of them.'

威爾默特總結(jié)說：“好主管珍視和員工相處的時間，因為他們意識到這是唯一能充分發(fā)揮員工價值的方法。”

Vocabulary:

engagement:雇用，聘任

tap into:挖掘

grievance:不滿，不平;抱怨，牢騷