Survey: Managers spend 26% of their time coaching bad employees

It can be difficult to work with a lazy employee, but new data shows just how much time managers have to spend cleaning up their messes. Research from global staffing firm Robert Half shows that managers spend more than 10 hours “coaching underperforming employees” during the workweek.

It can be difficult to work with a lazy employee, but new data shows just how much time managers have to spend cleaning up their messes.

Research from global staffing firm Robert Half shows that managers spend more than 10 hours “coaching underperforming employees” during the workweek. That’s an average of 26% of business hours and a whole lot of time.

An independent research firm surveyed more than 2,200 CFOs working at “a stratified random sample of companies in more than 20 of the largest U.S. metropolitan areas.” Robert Half came up with the survey.

The impact of a bad hire on a team

While you should always try to hire the applicant best suited for your team, hiring “average” workers isn’t great for business either.

But back to bad hires: CFOs weighed in on the consequences of a bringing one on board, with 47% thinking that “a poor hiring decision” is something that “somewhat” impacts the team’s “morale,” according to the infographic. While 44% said they think it “greatly” influences it, a slim 9% didn’t think it made a difference.

So, before it gets to that point, here are four red flags hiring managers should look out for during the interview process.

Paul McDonald, senior executive director for Robert Half, commented on the research in a statement.

“A bad hire is tremendously expensive for a company. … The time and money managers spend on recruitment and training is lost, and they also have to fix underperformers’ mistakes and deal with their effects on staff morale and productivity,” he said. “A bad hire signals that your hiring process may be flawed. It could be that you are not putting sufficient weight on soft skills or are overemphasizing qualities that aren’t crucial to the role.”

Jane Burnett|is a reporter for Ladders and can be reached at jburnett@theladders.com.