5 reasons you need to address team accountability
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Why you need to address team accountability in your organisation for more engaged employees
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5 reasons you need to address team accountability
- 1. 5 REASONS YOU NEED TO ADDRESS TEAM ACCOUNTABILITY Stop hogging the workload and hoping for the best t-threegroup.com
- 2. t-threegroup.com THIS IS MS DYNAMIC
- 3. t-threegroup.com Ms Dynamic is finance director of a private corporation, responsible for a large team. The sector it operates in is experiencing growing global competition and increasing regulations to adhere to. She realises her department’s culture needs to change and her team members need to be more accountable in carrying out their roles.
- 4. t-threegroup.com BUT WHAT CAN MS DYNAMIC DO?
- 5. t-threegroup.com 1. ASSESS SKILLS AND KNOWLEDGE ACROSS THE TEAM Increasing global competition + growing regulation + ongoing technology advances = skills requirements changing all the time.
- 6. t-threegroup.com 15% OF ORGANISATIONS HAVE STAFF WHO ARE NOT PROFICIENT IN THE SKILLS THEY REQUIRE UK Commission for Employment and Skills
- 7. t-threegroup.com Employees cannot be held accountable for their roles if there are gaps in the knowledge or skills needed to do their jobs. What to do: Undertake a thorough audit of skills across the organisation. Work with department heads and the senior team to identify future skills requirements to meet the organisation’s goals. Shape learning and development and recruitment strategies to address skills gaps.
- 8. t-threegroup.com 2. GIVE TEAMS ACCOUNTABILITY TO TAKE ON MORE PEOPLE MANAGEMENT RESPONSIBILITY Growth in HR business partner model + increased understanding of HR’s strategic importance + fast-changing business landscape = accountability for people management now sits with line managers, not HR.
- 9. t-threegroup.com 46% OF SENIOR LEADERS DO ‘TOO LITTLE’ TO HOLD PEOPLE ACCOUNTABLE Harvard Business Review
- 10. t-threegroup.com HR professionals don’t have time to ensure accountability in teams, instead they provide advice and support across the organisation and delegate day-to-day people management to line managers. What to do: Ensure line managers receive basic HR training. Delegate people management processes such as recording absence, measuring engagement and performance management to line managers. Coach line managers in how to find their own solutions to people management problems.
- 11. t-threegroup.com 3. ENSURE DECISIONS ARE NOT MADE QUICKLY Fast-changing businesses often need to embrace culture change, but leaders often make quick decisions about the future direction of the organisation. Unpredictable decision-making quickly reduces levels of engagement and accountability.
- 12. t-threegroup.com UNPREDICTABLE MANAGERS ARE WORSE FOR EMPLOYEE WELL BEING THAN CONSISTENTLY UNFAIR MANAGERS Michigan State University, via The Independent
- 13. t-threegroup.com If leaders make decisions that come as a surprise to employees, accountability can be eroded because trust is damaged. This reduces levels of engagement. What to do: Launch a campaign to encourage honest communication from leadership down and team members up. Organise regular events at which leaders can share organisational goals and challenges and employees can offer feedback and suggestions. Ensure leaders role model the accountability you want to see throughout the organisation.
- 14. t-threegroup.com 4. DELEGATE! If managers don’t delegate, they’ll naturally feel overworked.
- 15. t-threegroup.com PERFORMANCE IMPROVEMENT IS 52% BETTER IN COMPANIES WITH HIGH EMPLOYEE ENGAGEMENT THAN THOSE WITH LOW EMPLOYEE ENGAGEMENT Towers Watson
- 16. t-threegroup.com Employees trusted to take responsibility for pieces of work will be more engaged, more loyal and more productive. What to do: Sell delegation to leaders as a way of reducing their own workload and increasing autonomy among team members. Encourage all layers of management to offer jobs that they normally do to direct reports. Introduce incentives for employees to stretch themselves and undertake jobs they don’t usually do.
- 17. t-threegroup.com ENCOURAGE A CULTURE OF EMPLOYEES OPERATING AS IF THEY ARE RUNNING THEIR OWN BUSINESS. Employees given autonomy and accountability for their roles results in greater employee engagement and better HR metrics.
- 18. t-threegroup.com ENGAGED EMPLOYEES ARE 87% LESS LIKELY TO LEAVE AN ORGANISATION THAN DISENGAGED EMPLOYEES KPMG
- 19. t-threegroup.com If employees are trusted to have ownership of their roles they will feel more inclined to invest in their roles and the company. What to do: Coach managers to encourage team members to hold each other to account, rather than accountability be a top down or bottom up process. Introduce processes to encourage transparency across all jobs. Assess job roles to ensure autonomy is possible.
- 20. If you’d like to become more like Ms Dynamic and address your team’s accountability effectively, then download: THIS NEEDS TO BE THE LITTLE BOOK FOR… THE ACCOUNTABLE EMPLOYEE now! Download now!