The value of training your supervisors

A company may say "people are our most important asset," but that's not always reflected in the actual practices or behaviors of management or supervisors.
RSM McGladrey
2008/06/13

Organizations that believe in the value of their employees develop effective retention and engagement strategies. They also invest in supervisory training.
Leigh Branham outlines various retention strategies in his book, Keeping the People Who Keep You in Business. He says that individual managers have the power to influence employees to stay with an organization even when there are negative factors driving the individual to leave. One study found that work-life satisfaction is tied to the relationship a worker has with his or her immediate supervisor 50 percent or more of the time (Saratoga Institute, 1997 study). And in another study conducted by the Saratoga Institute (in 1999) it was found that the top reason employees leave is because of poor supervisory behavior. Although these studies were done in the late 90s, think about your workforce and the impact supervisors have on employees. You’ll probably agree that supervisors do make or break an employee’s attitude about the company and their willingness to stay. That’s why training supervisors is so important.
Supervisors must be made accountable for being effective managers of people. So, an training help make supervisors treat their employees better? Yes and no. Yes, if after the training there is continuous feedback that reinforces the training and the supervisors “get it.” No, if after the training there’s no follow-up or accountability.
What kind of training should be done?There are five areas of training supervisors should focus on:
1. Technical
Supervisors need to know their job – they need to have the knowledge, skills and abilities (KSAs) to perform the functions of their position – whether they’re an accountant, a human resource manager or a construction foreman. Most companies hire employees who bring those KSAs with them, but there are times when jobs change and technical training is necessary.
Supervisors must also understand – for the most part – the technical requirements of their employees’ positions. This is so supervisors can serve as a resource person for team members. They can then assess what additional training (if necessary) each employee needs.
2. Administrative
Supervisors must learn to do a good job of scheduling work and distributing work assignments. They must also learn to establish clear standards and expectations for all employees.
Administrative training should also teach supervisors how to provide others with the authority to carry out their duties. Problem-solving skills (anticipating issues, developing plans to prevent crises and solving problems when they occur) are also essential when supervising staff.
Additional administrative skills include knowing how to communicate a comprehensible mission and values for the department.
3. Human resource skills
Supervisors need to interview applicants effectively and know what they can and can’t ask. They also need to understand HR policies (e.g., anti-harassment, diversity) and be able to communicate and implement the policies within the department.
In addition, supervisors should learn how to motivate and coach employees and, when necessary, how to discipline them. Many supervisors need continuous training in how to conduct effective performance reviews and how to help employees with professional development and career guidance.
4. Interpersonal skills
Communication, communication, communication. This is probably the most important skill a supervisor requires. This means a supervisor not only speaks to others in a way that builds employee self-confidence but listens to them, provides positive recognition when warranted, acts consistently and develops trusting relationships.
5. Team-building skills
Employees want to understand how their job fits into the organization and know that they add value. Proficient supervisors are trained to utilize the talents of each team member, to encourage differing viewpoints and to manage conflict effectively within the team.
There are many resources available to help supervisors secure the training they need to be practiced people managers. Some of the programs include opportunities for supervisors to assess their own skill levels and to secure feedback from their subordinates. These programs help supervisors understand their strengths and weaknesses.
Companies should seriously consider investing in training for their supervisors. This should include technical and HR skills building as well as “soft skills” training. Effective supervisors can make or break an organization’s ability to keep good employees. Staff retention saves money. Training can pay for itself.
Kay Robinson, SPHR, is a director with RSM McGladrey Human Resources Consulting. For additional information contact her at kay.robinson@rsmi.com.