The Frustrated Fifth: 20% of UK Workers ëFrustratedí

2/3 of UK managers create negative working climates
Rigid bureaucracy and poor systems restrict productivity
Less than 1/2 of companies deal effectively with underperformance

One fifth of UK employees are frustrated in their jobs, new research from global management consultancy Hay Group reveals.

The research identifies a series of management failures at the heart of workforce frustration ñ including ineffective structures and procedures, an inability to create productive working climates and poor handling of underperformance.

The Frustration Factor
Frustrated employees may represent as much as 20% of the UK workforce, according to the study based on research from over one million employees.

Hay Group found that companiesí rigid structures, processes and procedures are preventing employees from exercising initiative while creating obstacles to problem-solving.

Half of workers (50%) believe that they do not have the authority to make decisions crucial to their jobs. The same proportion did not feel encouraged to participate in decisions that directly affect their work.

In addition, jobs are ill-designed to capitalise on the talents of UK workers. Over a third (35%) believe that their job does not make best use of their skills and abilities.

Ben Hubbard, Regional Director (EMEA) at Hay Groupís employee survey division, comments: ìThe frustrated employee phenomenon poses a major business risk and a significant missed opportunity.

ìWith fierce competition for the most talented employees, companiesí efforts to engage their people will be wasted if not backed by a supportive and enabling environment.

ìBusiness leaders must ensure that induction, development programmes and support structures are all designed to maintain the right people in the right roles at the right time.î

Climate
The Hay Group study identifies work climate ñ i.e. an employeeís experience at work based on the way they are led and managed ñ as a root cause of workplace frustration.

Findings show that some 56% of senior managers fail to generate a high-performance climate. The study of over 3,100 leaders across 12 industries reveals that according to their staff, close to half (41%) of mangers create de-motivating climates for employees, while a further (15%) generate only a neutral environment.

Only a quarter (26%) of leaders are able to create a high-performance climate, according to employees, and only an additional fifth (18%) manage to generate a moderately energising working atmosphere.

Ben Hubbard comments:

ìFrustrated employees are seeking a way to better deliver in their jobs, and managers can play a significant role in helping to achieve this.

ìManagers must act to remove procedural barriers and unnecessary bureaucracy, and provide employees with the tools, technology, information, support and other resources they need to be effective in their jobs.î

Deadwood
Another factor driving employee frustration stems from leaders failing to address underperformance and reduce so-called ëdeadwoodí in their workforces.

Further evidence from Hay Groupís database demonstrates that less than half (48%) of organisations deal effectively with underperformance.

The problem is most acute in the automotive industry, where only 44% of companies manage to deal with poor performance. Other sectors fare little better, with technology (46%), pharmaceutical (51%) and manufacturing (51%) showing similarly low results.

Even in the best performing sector ñ utilities ñ less than two thirds (61%) of employees are confident of their companyís ability to effectively manage the ëdeadwoodí phenomenon.

Ben Hubbard comments:

ìTolerating poor performers will only compound the frustration of productive colleagues left to pick up the slack.

ìOur research shows that the worldís most successful companies go the extra mile to identify, reward, engage and enable their best performers, while addressing ëdeadwoodí. Those that fail to do so risk high-performing staff become frustrated, demotivated and potentially seeking pastures new.

ìIn times of economic uncertainty, organisations can ill-afford to carry the burden of underperformance.î