In the coming decade, improving Australia’s management capability will be critical to realising optimal levels of innovation, productivity and competitiveness.
Professional Managers Australia has long advocated leadership and management practices which recognise people as central to organisational performance and a key driver of workplace productivity.
We advocate a broad suite of public policy initiatives to improve productivity at the workplace level including better management capability in areas such as career development, organisational skills development aligned with business objectives, effective strategies for attracting and retaining quality staff, building an innovation culture, broadening the talent pool which is the pipeline for the professional workforce and maximising the contribution of the flexible as well as permanent workforce.
Modern management practices that support staff engagement and innovation and, in turn, competitiveness and growth, will underpin productivity improvement in 21st century organisations. Change management, an innovation culture, collaborative and flexible workplace practices, motivated and engaged staff who are involved in decision-making and strategic planning are just some of the areas that can make a difference to organisations’ sustainability and bottom line.
There are no short-cuts but we hold the view that it’s a more sophisticated and compelling strategy than short-term cost cutting and an approach which will pay dividends in the longer-term. Developing and embedding modern workplace practices requires a recognition by employers that their people are the key to future growth and innovation rather than a cost to be cut – that people are not part of the problem but part of the solution.
We consider it critical that as an organisation we play an active and considered role in identifying and responding to the challenges involved in improving workplace productivity – challenges that can only be tackled effectively with the shared cooperation and commitment of major stakeholders including government, industry, the tertiary sector, professional associations, unions and managers and professionals themselves – and we see improving management competence as playing a key role in dealing with these challenges.
Chris Walton, CEO
To read more about how we see the role of better management capability, click below: