What is a direct report?
Direct reports (also called subordinates) are employees who communicate with their immediate supervisor, manager or whoever is directly above them on the company hierarchy. The manager in charge of the direct reports oversees the work performance of these employees and assigns them tasks.
Direct reports can also have their own group of employees who report directly to them. For example, an Administrative Manager might report to the Director of Administration but will also have a team of personal assistants, executive assistants and front desk coordinators reporting to them.
What is an indirect report?
Unlike a direct report, an indirect report is someone whose performance is still your responsibility even though you don’t manage them directly. Indirect reports are the individuals who report to your direct reports or subordinates. They are two tiers below your position on the organizational hierarchy. Indirect reports are still part of your team, and as a manager, it’s important to communicate with your direct reports about the individuals reporting to them so you understand how your indirect reports are performing and progressing.
How many direct reports should one supervisor have?
The number of direct reports a person has depends on a number of factors, including the size of the company. Businesses with a larger hierarchy typically have more direct reports. Small businesses with an owner and few employees usually don’t have the same developed direct and indirect reporting structures. A 2016 report found that, in the United States, one manager has 9.7 direct reports, on average.
The more people you have reporting directly to you, the more time you must spend mentoring, communicating and monitoring. The difficulty of the work you’re overseeing is a significant factor in determining how many direct reports you should or could have. Work with a low degree of difficulty is easier to supervise, so you can have a larger group of people reporting to you. When the work is challenging and very involved, your team will thrive when there are fewer subordinates reporting to one manager. This ensures everyone receives individualized feedback and coaching.
The number of direct reports you can have also depends on their skill level. If you’re managing a team of entry-level people with few skills, you’ll want fewer direct reports so you can monitor them more closely. Experienced teams of workers with advanced skills can operate independently, so more of them can report to one supervisor. The experience level you bring to the table as a manager also affects how many people should be reporting to you. If you’re new to a management role, fewer direct reports gives you the freedom to get comfortable and focus your attention on managing a small group effectively.
How many indirect reports should one supervisor have?
Based on the data from the Deloitte report, if each manager or supervisor has anywhere from 9.7 to 11.4 direct reports, the number of indirect reports branching out of that network can be significant. Fortunately, as long as a manager is working closely with their direct reports, they should be able to trust that their indirect reports are being taken care of by that subordinate.
Tips for managing your direct reports
It’s critical to consider what management techniques work best for creating a positive working relationship with your subordinates. Once you understand direct reports, meaning that you encourage employee input and involve your direct reports in the decision-making process, you’ll see that the best practice for managing them is inclusive leadership.
Consider these tips for managing the direct reports on your team for high-quality results and a positive working environment.
Empower people by delegating tasks
As a supervisor with direct reports, it’s important to understand how to successfully manage people and make them feel valued at the same time. Delegating tasks is a fantastic way to achieve this because it takes work off your plate and demonstrates to your direct reports that you trust them to get the job done right. Be mindful of who you choose to delegate tasks to, and consider which subordinates they have supporting them.
Explain how their contribution matters
Your direct reports are more likely to do their best work when they understand how their efforts affect the company. Make it clear how work completed on an individual level benefits the team and the company as a whole so your direct reports can see the results their work is producing. This is a critical communication skill because if you assign tasks to your direct reports without context, they are likely to produce lower-quality results because they’re confused or unsure of what you expect. When you provide all the details and communicate clearly, you empower them to take control of the work and seek answers to complete the job independently.
Ask for their input
To have a positive relationship with your direct reports, they need to feel like they can come to you with ideas. Make it known that you value the ideas and suggestions of your direct reports on your projects. If you invite input, it’s important to listen to it. This doesn’t mean you have to take every suggestion from your direct reports, but they should feel acknowledged and heard when they approach you with an idea or concern.
Get to know them personally
Your direct reports are likely the people you’re interacting with and spending time with the most in the workplace, so take the time to get to know them on a personal level. Don’t ask staff too many personal questions, but if they volunteer information about their life outside of work, take the opportunity to engage with them and find out more about what matters to them and how they spend their time outside of the office. This is a valuable way to improve your coaching style and understand the people on your team better.
