How should HR manage a micromanager?

Lately I’ve been working and volunteering with a number of different organizations.  It has been interesting to see how different companies manage their leaders.  Some organizations use a laid-back approach while others reserve significant portions of their budgets to support employee development throughout the year.

Recently I have been spending time observing an organization where employee morale within a particular team is falling because of the way that supervisors micromanage its staff.  Although the employees are competent with more than five years of experience working in their current roles, some (but not all) supervisors take the approach of double-checking the work of their employees, being strict with observing their attendance and ensuring that company time is used for doing company-related work only.

This topic came to mind when I found out that employee satisfaction surveys confirmed that employees within that particular team were unhappy with the way that particular supervisors led them.  When does it become the role of HR to ensure that supervisors and managers are not affecting the morale of its workers in a negative way?  How could employee morale be boosted without micromanaging the micromanagers?


Geraldine Sangalang is an HR pro working at the Robson Square Courthouse.  She volunteers as a BC HRMA GV CAN Networking Co-Chair, as well as a recruiter for Meaningful Volunteer.  On her private time, Geraldine loves scrapbooking, hiking, kayaking, and dining out with friends.

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