The role of manager always attracts, but not its working conditions


Recruitment difficulties among executives are still very high at the end of the year, despite a 13% drop in the number of job offers over one year, reveals the barometer of the ociation for the Employment of Executives ( APEC) published Thursday, November 9. Could there be a crisis in the role of manager?

Around fifteen HR managers gathered in Paris on Tuesday November 7 at Rencontres RH − the monthly HR news meeting organized by The world in partnership with ManpowerGroup and Malakoff Humanis −, discussed the evolution of the function and its attractiveness in their company. “We have fewer candidates than at one time”, they recognize, but none of them are talking about a crisis. Management remains the royal road to progress in the company.

In the private sector, almost one in two executives has a team to manage. Whether they are in the field, in local management or top managers, “84% of executive managers want to stay that way (…)42% of non-managerial executives would like to become one, and 63% of those under 35”indicates Pierre Lamblin, director of studies and data at APEC.

“But on condition that the outline of their function and their practices evolve”, he adds immediately. Surveyed by APEC in September, 61% of executive managers felt an insurmountable workload (vs. 46% of non-managerial executives). “They also have the impression of not having enough time to manage people”notes Mr. Lamblin.

Working conditions have changed. The transformation of organizations linked to hybrid work has complicated the role of the manager in leading teams and coordinating activity. The paradoxical injunctions have multiplied: reconciling collective management and individual monitoring, performance and well-being, autonomy and control, reflection and action, flexibility and attractiveness.

“We share this observation. The manager must do everything and its opposite, stuck between a rock and a hard place. The company has a responsibility to provide necessary solutions,” says Olivier Ruthardt, HR Director of Malakoff Humanis. “Today there is a much greater need for tailor-made management, which takes into account the inequalities of treatment, which were evident during the health crisis. Paradoxical injunctions encourage us to develop new practices, particularly on decision-making latitude. adds Jérôme Friteau, HR director of the National Old Age Insurance Fund (CNAV).

Importance of training

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