The Importance of the New Supervisor Training Manual
The Importance of the New Supervisor Training Manual
MGT/210
July 31, 2011
Newly promoted Supervisors many times find that the position they have been promoted to is not exactly what they expected. The new supervisor realizes more times than not that the position they have taken on is too stressful and overwhelming. This is because the new supervisor has no prior communication skills or adequate training, which causes some to fail miserably at the supervisor position. The difficulties do not end there. The supervisor also needs to determine effective orientation and training methods, improve productivity for teams, motivate, conduct performance appraisals, resolve conflicts among employees, and improve employee relations. One may ask themselves, how does a new supervisor do all of these things with no training for this position? The answer is to create a ‘new supervisor’s training manual’ to prepare the new supervisor for the position.
Many companies today do not offer training programs or manuals to the new supervisors taking on that position. The reason could be because of the company’s budget and the company cannot afford the indirect labor costs for training. Companies that do not implement this kind of training for their new supervisors are doing an injustice not only to the employees and the supervisors, but also to the company. Good supervisors develop effective communication skills. They use these skills to absorb information, motivate employees, and deal effectively with customers and co-workers. Good communication can significantly affect a supervisor’s success (McGraw-Hill, 2004, p.39). There are two best practices to keep in mind when accepting a supervisor position; are developing good listening skills, speaking or communicating effectively. The supervisor must be able to listen to their teams, because there will be times when the supervisor can determine if there is a problem with their teams by listening to individuals in the team and
MGT/210
July 31, 2011
Newly promoted Supervisors many times find that the position they have been promoted to is not exactly what they expected. The new supervisor realizes more times than not that the position they have taken on is too stressful and overwhelming. This is because the new supervisor has no prior communication skills or adequate training, which causes some to fail miserably at the supervisor position. The difficulties do not end there. The supervisor also needs to determine effective orientation and training methods, improve productivity for teams, motivate, conduct performance appraisals, resolve conflicts among employees, and improve employee relations. One may ask themselves, how does a new supervisor do all of these things with no training for this position? The answer is to create a ‘new supervisor’s training manual’ to prepare the new supervisor for the position.
Many companies today do not offer training programs or manuals to the new supervisors taking on that position. The reason could be because of the company’s budget and the company cannot afford the indirect labor costs for training. Companies that do not implement this kind of training for their new supervisors are doing an injustice not only to the employees and the supervisors, but also to the company. Good supervisors develop effective communication skills. They use these skills to absorb information, motivate employees, and deal effectively with customers and co-workers. Good communication can significantly affect a supervisor’s success (McGraw-Hill, 2004, p.39). There are two best practices to keep in mind when accepting a supervisor position; are developing good listening skills, speaking or communicating effectively. The supervisor must be able to listen to their teams, because there will be times when the supervisor can determine if there is a problem with their teams by listening to individuals in the team and
References: Ford, E. (2009, November 25). The Times. Retrieved July 30, 2011, from The Sunday Times: http://www.business.timesonline.com.uk/tol/business/industry_sectors/support_services/article6930303.ece Freston, P. N. (1987). Communication Skills Training for Selected Supervisors. Training and Development Journal Vol.41 Issue 7, 4. L.W., R. &. (2004). Supervision: Kely link to productivity (8th ed.). McGraw-Hill Companies. New York. Parton, K. N. (2005). Workplace Communication. Business Communication Quarterly, 27. Sensenig, K. (2009). People, Productivity, and Performance: The Foundations of Profitability. Employment Relations Today, 7.