Adjusting to a new reporting manager is not smooth for every India Inc employee as 43 percent of professionals struggled to adapt to a new boss and had to alter their work patterns, according to an exclusive survey run by job portal Naukri for Moneycontrol, in September.
The challenges of adjusting to a new manager revolve mostly around management style, such as quality of work versus quantity, the manner of assessment, and work-life balance, among others.
Only 14 percent of the 34,372 respondents did not feel any noticeable impact. However, there is a little bit of a silver lining; of employees who had a change in manager within 6-8 months of joining an organisation, 17 percent said the change provided better guidance due to the diversity of feedback and working style.
Nevertheless, there are solutions to help employees adjust to the changing dynamic in a reporting structure and meet their key responsibility area (KRA) targets under the new manager.
While the overall KRAs may remain the same, the way employees achieve them can be influenced by the unique characteristics, expectations and management styles of the new manager.
“Managers may have different priorities, areas of focus, and working styles even if the overall KRAs remain the same. For instance, one might be more hands-on, while others may prefer a hands-off approach. This variance in management styles can require employees to adjust how they work to align with the new manager’s preferences,” said Nimisha Dua, the CHRO of digital investment platform Grip.
ALSO READ | Naukri survey shows jobseekers want proof of good work culture beyond HR awards
Initial feedback needs to be frequent
Various human resource (HR) experts highlight the significance of the frequency of initial feedback—within 1-2 months. Meaning, candidates must try to connect and meet with new managers, more so in the hybrid work environment, to better their understanding of expectations.
The “connect and meet” can cover a range of topics, including a conversation on what the candidate wants to focus his/her career on, a request for feedback on work done so far, or conveying challenges the employee faced with the last manager.
Unlearn old attitudes
The reason some employees feel optimistic about a change in manager is because they recognise the value of distinctiveness. Change is the only constant.
Each manager comes with unique strengths that can be learned through effective guidance and mentorship. This is only possible if a candidate can keep an open mind to absorb what others have to say and suggest.
ALSO READ | India Inc hunts for Data Protection Officers to align with regulation
Sticking to old working patterns just because of a comfort factor might not be effective. “In the contemporary, ever-evolving workplace, effectively adjusting to new managers hinges on the adoption of a mindset characterised by adaptability and flexibility,” Dua said, adding that working under a new manager should be regarded as a chance for personal and professional growth.
Be specific on KRAs
Key responsibility areas or KRAs are an important metric for assessment at the workplace. However, there are many aspects to this metric. For instance, the quantity of work delivered is sometimes mentioned as a KRA but does not qualify until it is seen as quality work by the manager.
For example, assume a sales manager wants to maximise revenue quickly. A business development associate may bring in 10 clients but generate only a modest amount in revenue, whereas another associate may bring in just three clients and match that revenue. Hence, the former should focus on bringing in fewer clients with a bigger revenue footprint to maximise the output of his/her efforts.
Hence, what the manager wants should be decoded comprehensively rather than relying just on the KRAs.
ALSO READ | Private universities gear up to make India win the space race
“A new manager may have specific expectations as regards team collaboration, interactions and team dynamics. Management changes can sometimes coincide with broader shifts in organisational culture, value or strategic priorities,” said Milan Khurana, Executive Director–HR, Admin & IT, at real-estate firm Prestige Group.
Discover the latest Business News, Sensex, and Nifty updates. Obtain Personal Finance insights, tax queries, and expert opinions on Moneycontrol or download the Moneycontrol App to stay updated!
