Today's post comes to us courtesy of Workforce Institute Board member and HR Bartender Sharlyn Lauby. To learn more about this topic, check out Sharlyn's book, Manager Onboarding: 5 Steps for Setting New Leaders Up for Success.
Managers have one job - to find and train their replacement.
When managers are focused on that one job, they hire the best employees, train them for success, coach them for high performance, and make retention a priority. Because of that, they can take a vacation or attend a conference with confidence, knowing that the department isn't going to fall apart in their absence. Managers who are focused on their one job can participate in the CEO's super-secret special project that will allow them to learn new skills and collaborate with new colleagues. They can do cool stuff that will enhance their careers.
Managers who focus on finding and training their replacement aren't dispensable. In fact, they're promotable. And, organizations that want managers who will hire, train, and retain the best talent need to set those managers up for success. Starting on day number one.
Unfortunately, many organizations tend to hire or promote the most technically competent person into management. The new manager gets training on-the-job, which isn't bad. On-the-job training can be very valuable. But too often, on-the-job training happens after the new manager makes a mistake. A mistake that could have been avoided if the new manager had received proper training and guidance in the first place.
One way to give a new manager the tools they need for success is with onboarding. Think about it - companies currently provide onboarding to new hire employees. Why not onboard new managers?
And this isn't the same as management training or leadership development. Those programs offer skills that employees can use immediately like communication skills, decision-making, and problem-solving. Manager onboarding programs include skills that managers need the minute they become a manager such as workforce management and employment law. There's a place for all of these programs.
Here are three steps to get started with creating a manager onboarding program:
According to Gallup, seventy percent (70%) of the variance in employee engagement is attributed to managers. Organizations concerned about productivity and retention will want to make sure that managers are well equipped to handle their role. Because it impacts the bottom-line.
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