‘Accidental managers’ are a relatively new phenomenon in the fields of human resources and corporate management. Many employees are slipping into more senior jobs for which they may be unprepared, inexperienced, and, in some cases, uninterested in due to the continuous ‘talent shortage’, limited budgets, and challenges locating people with the necessary managerial abilities.

The role of an accidental manage occurs when career paths for results-oriented and high-performing employees become confused, and staff are suddenly promoted up the ranks. Clearly, not just anyone can be made a manager overnight and be a success. Staff need to undergo proper training to be effective leaders, but all too often this upskilling can fall through the cracks.

So, why are we seeing an uptick in accidental managers and how can businesses avoid giving employees managerial responsibilities before they are truly ready? The answer lies in effective training, coaching, and employee engagement.

Navigating the Impact of the ‘Accidental Manager’ Phenomenon
Across Europe, the emergence of the accidental manager is driven by a lack of resources. Research shows that half of companies do not have enough personnel to handle all their necessary tasks, while 43% of European employers confirm great difficulty in both attracting and retaining employees. Against this backdrop, is it any wonder that accidental managers have become the business solution to plug gaps or take on tasks that may have limited appeal in the job market?

These untrained managers find themselves responsible for the productivity, wellbeing, career development, job satisfaction and motivation of the individual team members they now lead. The result? Unhappiness in roles, burnt-out staff, and increased attrition. For instance, YouGov research has found that 28% of workers have left a job because of a negative relationship with their manager, with over half (52%) of managers claiming they have had no formal management or leadership training.

How can we successfully help the new generation of managers?
The response is obvious: better training. It might be easier said than done but better trained managers lead to improved employee loyalty, better work experiences and a more positive company culture that firms are battling to achieve today.

HR planning and foresight will be key to making real progress in these endeavours. Businesses must start by establishing suitable pathways to management and exploring and investing in managerial training and abilities. With no clear route and a lack of consistent, diverse training in a firm, this is a certain method to promote burnout and see a drop in productivity.

When there is a clear strategy behind the development of roles and career paths, then accidental, unexpected shifts can be avoided. This is why companies need to work out the shifts in processes and company culture that are necessary to ensure that staff feel fully supported — no matter their role. The right tools and training can bring efficiency and give established managers a sense of control over their employees’ personal career development.

Who is accountable for delivering effective training programmes?
Training cannot solely lie on the shoulders of HR professionals. HR teams are often responsible for setting up training initiatives, but it is line managers who can make a real impact on the training process for all staff members. Line managers are often experienced team leaders, responsible for supervising less experienced staff and able to build a more personal relationship with employees. They understand what an employee likes and doesn’t like, where they want to go and what they want to achieve, and then can provide the right training to avoid any accidental manager pitfalls.

Coaching is another effective tool to upskill managerial candidates. It creates opportunities to increase skillsets and engage with staff more powerfully, boosting employee engagement and setting a whole new tone in company culture — especially important when one-third of employees have no desire for training in the first place. By creating a positive, collaborative, and people-first culture, organisations can allow excellent learning-orientated behaviours to flourish. Incorporating elements like reverse mentoring allows everyone to learn from each other, giving less experienced employees the skills they need to succeed as managers, and management teams insight into fresh ways of working. And when over half (54%) of employees prefer learning that is guided by a coach, expert, or teacher, this approach is vital to boost engagement. By forming these deeper, personal relationships employees are also more likely to stick with a company for longer and move into senior roles more naturally, armed with the skills and knowledge to truly succeed.

Ultimately, elevating internal personnel is the ideal option for companies doing battle with stubborn skills shortages — but we must guarantee that employees are prepared for a promotion. It is the responsibility of HR and senior leadership teams to provide employees with the necessary abilities to flourish in management positions through defined promotion tracks, training, and coaching. Not only is this critical for employee retention and engagement, but also for business success in the long-term.