Cecily O'Connor
RedwoodAge.com

At a time when layoffs are rampant, it's hard to imagine that finding the next generation of managers could be a big problem.

Yet "managerial deficits" are likely if companies don't start accentuating the positive elements of management roles, according to a  report by Randstad, a staffing organization.

Nearly half of the baby boomers don’t want any part of management, even though they have the experience needed to do the job, the report said. Those same workers, however, do worry about who'll fill management shoes in the near term.

The down economy has postponed many older workers' retirement plans, and those still in the workforce are often reluctant to take on high-pressure management roles.

Especially in periods of economic recessions, companies rely on managers to solve problems, drive productivity and innovation, motivate coworkers and provide pass along their skills to younger colleagues, said Eileen Habelow, senior vice president of organizational development at Randstad.

"It’s not just doom and gloom that managers are focusing on today," she said. "Companies need to be sure they are consistently reiterating managers’ valuable contributions, not only to the company, but to the broader workforce.”

More than half of employees surveyed said they felt the roles of managers need to change, with workers seeking out new types of role models.

A Changing World
To head off potential shortages, companies may be forced to make changes that take some of the pressure and paperwork out of work environments.

About 50 percent of boomers and almost 70 percent of "matures" aged 64 and older said “no” to the prospect of becoming managers, citing increased stress as the No. 1 reason. Generation Y workers between 18 and 29 cited handling disgruntled employees as their No. 1 managerial turnoff.

Other reasons why employees of all ages don’t want to become managers include having to deal with increased paperwork and having to terminate or layoff employees.

"The world of work has changed, and employees are not only looking for a new standard of manager, but our survey indicates that they are actually looking for a new sort of role model as well,” Habelow said.

Leaders Sought
While only 29 percent of employees said they have a role model for their working life, 99 percent rated role models with some degree of importance.

Money and power aren't the most attractive characteristics in a management role model either. About 90 percent of employees said they would want to be a manager if they were able to share their knowledge and experience with others.

Being responsible for the success of an organization and being able to influence decisions are among the other top positives. On the flip side, being responsible for a budget and working in a high pressure environment ranked much lower.

“Companies need to be very deliberate about how they identify, train and develop their managers,” Habelow said. “They also need to be on the look out for role models at all levels in the organization. Cultivating both role models and managers can not only help companies survive the recession, but can ensure they thrive once better economic times return.”