Bosses spend more time dealing with disciplinary issues because of a failure to communicate with employees

新调查显示，大多数主管都无法充分发挥员工的价值。

Don't like your boss? Think you can do a better job?

不喜欢你的上司?认为你可以做得更好?

The findings have highlighted the growing unrest amongst workers towards those in charge - which is also undermining the UK's economic recovery.

调查结果突出显示员工们对老板的不安情绪日益增长，这也损害了英国经济的复苏。

Most managers believe their staff are satisfied with them, but only 58% of employees agreed.

大多数主管认为他们的员工对自己感到满意，然而只有58%的员工是这么想的。

A survey of 2,000 employees suggested that one of the problems in tackling the UK’s skills deficit is that many managers do not know how bad they are at handling people.

这项涵盖了2000名员工的调查表明，英国技工荒的症结之一是许多主管没有意识到自己在管理员工方面做得有多糟

Ben Willmott, of the CIPD, said: 'Leadership and management capability continues to be an Achilles heel for UK plc, despite mounting evidence that these are skills for growth essentials.

英国特许人事与发展协会的本 威尔默特说：“尽管大量证据表明领导能力和管理能力是经济增长的要素，然而这两方面的能力对英国上市有限公司而言依然是个软肋。

'Our research shows almost three in 10 people have direct management responsibility for one or more people in the workplace, and yet only just over half of employees are satisfied with their manager.

“我们的调查显示，约十分之三的人对公司里的至少一个员工负有直接管理责任，但是对上司感到满意的员工比例才刚过半

'A small increase in capability across this huge population of people managers would have a significant impact on people’s engagement, well-being and productivity.

“要是这么多管理者都能稍微提高一下自身的管理能力，就会对员工的聘任、福利和生产效率产生重大影响。

'However, too many employees are promoted into people management roles because they have good technical skills, then receive inadequate training and have little idea of how their behaviour impacts on others.'

“但是，许多被提拔到人事管理职位的员工是因为自己的技术水平高才获得晋升，他们所接受的管理培训不足，对自身行为对他人造成的影响也不太清楚。”

Three out of five managers said they met individual employees at least once a fortnight to discuss their workload or other work-related issues, but just one in four employees agreed this was the case, said the report.

报告说，五分之三的管理者称他们至少每两周会和员工单独见一次面，谈论一下他们的工作量或其他工作相关问题，但只有四分之一的员工表示这与真实情况相符。

Willmott added: 'Too many managers fall into a vicious cycle of poor management; they don't spend enough time providing high-quality feedback to the people they manage, or coaching and developing them or tapping intotheir ideas and creativity.

威尔默特补充说：“太多的管理者陷入了管理不善的恶性循环;他们没有花足够时间为自己管辖范围内的员工提供高质量的反馈，指导和发展员工，或挖掘员工的想法和创造力。

'Which means they have to spend more time dealing with stressed staff, absence or conflict and the associated disciplinary and grievanceissues.'

“这意味着这些管理者不得不花更多时间来应对员工的压力问题、缺席或冲突，以及相关的纪律问题和不满情绪。”

While 'good' managers prioritised spending time with their staff, the report added.

报告说，与此相反，“好”主管则会高度重视和员工相处的时间。

Willmott concluded: 'Good managers value and prioritise the time with their staff because they realise that this is the only way to get the best out of them.'

威尔默特总结说：“好主管珍视和员工相处的时间，因为他们意识到这是唯一能充分发挥员工价值的方法。”

Vocabulary:

engagement:雇用，聘任

tap into:挖掘

grievance:不满，不平;抱怨，牢骚