Italian managers disappoint half of the workers: overall rating is below 6

Italian managers disappoint their workers: half of their subordinates score a final grade that is less than sufficient. The most negative and severe in their judgements are men, especially over 50, and workers in small companies. The recruiting company Hays interviewed a sample of about 500 workers and the result is that they seem to be rather dissatisfied with the managerial class they have to deal with on a daily basis. For workers, the ideal boss should be empathetic, as 42% say, authoritative (39%) and honest (36%). In reality, workers say they are faced with managers who are unclear (38%), distrustful (29%), do not encourage professional growth (26%) and are self-centred (19%). Half of Italian workers fail their bosses with a grade below 6. Two out of three have even quit their job at least once because of their manager. The results of this survey, says Alessio Campi, people&culture director of Hays Italia, "highlight how the role of managers is now increasingly central not only to the achievement of corporate objectives, but above all to the well-being and development of people. The gap between the ideal manager and the real one can no longer be ignored: workers demand empathy, listening, clarity and opportunities for growth'.

Within the sample, the main differences that emerge are those of gender and age: 45% of female employees believe that their current manager is close to the ideal model, compared to just 35% of men. Company size also influences perceptions: 58% of employees in large companies say that they have had at least one manager in their career who mirrored the characteristics of their ideal manager, while in small companies the percentage stops at 47%. Among the weakest factors is listening, as well as the valorisation of competences: 60% of the respondents claim that their boss limits their professional development, not favouring either learning or an environment that stimulates individual contribution. The perception of the extent to which one's manager can hinder professional development also varies according to age. While less than a third (32%) of the under-29s believe that their manager limits their growth a lot or a fair amount, among the over-50s this percentage rises to 72%.

Managers, according to workers, tend to prefer those who follow the rules without exposing themselves (38%), those who show personal affinity with them (36%) or those who are always available, even after working hours (24%). Only a minority feel they are appreciated for their critical thinking skills and autonomy. A dynamic that undermines not only the motivation of individuals, but also the innovation and overall growth of companies. "In an ever-changing work environment, companies that know how to invest in the involvement and engagement of their employees, offering spaces for growth and motivation, will succeed in attracting, retaining and enhancing talent," Campi interprets. "Engagement is not just about permanence, but about creating a corporate culture in which people actively believe, feel valued and are ready to give their best. It is a cultural challenge before being an organisational one: really putting people at the centre means equipping managers with the necessary tools to become true facilitators of growth'.