Nearly one in three (31%) UK managers regard key managerial tasks such as coaching and development of staff as outside their job role, according to new research.
The findings of the Managing Global Diversity Panel, set up by occupational psychologists Pearn Kandola, also found that managers did not see tackling diversity issues as part of their remit.
Other duties that managers said they shied away from included supporting colleagues, adopting creative approaches to work and resolving health and safety problems.
Managers’ unwillingness to coach their staff will concern a large cross-section of business.
The 2005 annual report into training from the Chartered Institute of Personnel and Development recently revealed that three-quarters of employers expect to see an increase in coaching by line managers in the next few years.
Nic Sale, diversity specialist at Pearn Kandola, said a culture of avoiding these activities came from companies only reviewing their managers against tasks that are easily measured, such as sales and delivery targets.
“They avoid the more challenging areas such as team issues, morale and discretionary effort,” he said.
“Managers should be assessed against [how they coach and develop their staff] as part of their review process. Failing to assess against these skills simply sends the message that effective people management is not important.”