Ph.Creative is a Business Reporter client
As their responsibilities and challenges increase, empowering middle managers is crucial to achieving effective employer branding and enhancing employee value propositions.
As we delve into the complexities of the modern workplace, the role of middle management in cultivating an employer brand that resonates with authenticity and drives a compelling employee value proposition (EVP) cannot be overemphasized. In the wake of increasing managerial challenges, as highlighted in recent Gartner HR research, supporting these critical employees becomes crucial to the successful launch and sustainability of an EVP.
The increasing burdens on middle management
The latest findings from Gartner’s HR practice reveal a staggering increase in the responsibilities placed on middle managers. These managers manage nearly three times as many people as they did six years ago, are overwhelmed with 51 percent more tasks than they can effectively complete, and a significant number suffer from job-induced stress and fatigue. These challenges underscore a critical need: empowering managers to not just survive, but thrive in their roles.
The importance of middle management support in activating EVP
Approximately 70 percent of employer brand success depends on middle managers’ ability to internalize and exemplify the business value proposition. Without their buy-in and support, the gap between strategy and execution widens, diluting potential impacts on internal culture and attracting external talent.
Strategies to support middle management
Inclusive planning: Involve middle managers early in the employee value proposition development process. Listening to their opinions and incorporating their feedback ensures that the employee value proposition has a greater impact and addresses practical concerns on the ground.
Custom Resources: Provide managers with customized tools and resources that simplify their tasks and align with the employee value proposition. Clear guidelines, case studies, and digital resources can help them communicate and embody brand values consistently.
Empathetic Leadership Training: Promote training that improves self-knowledge and empathy. Harvard Business Review Managers who display defensive behaviors or lack empathy are less likely to succeed, she suggests. Training should focus on interpersonal skills that foster a caring and supportive work environment.
Creating productive interactions: Move from ad hoc meetings to structured coaching sessions that allow employees to drive the agenda. This approach not only improves the productivity of interactions, but also aligns with personal and team goals, increasing engagement and performance.
Feedback mechanisms: Establish a strong feedback loop that encourages ongoing communication between managers and their teams. Regular check-ins that allow managers to voice their challenges and receive support can significantly alleviate stress and improve their ability to manage effectively.
Recognition and reward: Recognize and reward managers who successfully embed and champion EVP. This not only motivates them, but also sets a benchmark for others to emulate.
You may not be able to directly implement all of the actions mentioned above, but you can certainly support, equip, and align assets and resources for all speakers of the same language and align them with the objectives and goals within your employer brand. Knowing the leaders who own these aspects of your organization and providing them with direct support will significantly increase the value and perception of their work.
What we do know is that middle managers are quickly becoming the linchpins of a company’s corporate image architecture. By providing them with the right tools, training and support, organizations can significantly improve the effectiveness of their employee value proposition, thereby fostering a culture that attracts and retains top talent, while driving innovation and satisfaction at all levels.
Gartner HR insights and Harvard Business Review These aren’t just statistics. They’re a call to action for organizations to rethink how they support the people who can turn an EVP from a concept into a culture. Let’s empower our middle managers to not just be participants, but champions of change.
Need help creating an EVP toolkit for middle managers? Talk to us today.
