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New Supervisor Training
The Trainer's Workshop Series is designed to be a practical, hands-on roadmap to help you quickly develop training in key business areas. Each book in the series offers all the exercises, handouts, assessments, structured experiences and ready-to-use presentations needed to develop effective training sessions. In addition to easy-to-use icons, each book in the series includes a companion CD-ROM with PowerPoint® presentations and electronic copies of all supporting material featured in the book.
New Supervisor Training helps new and experienced supervisors make the transition from individual contributor to leader with ready-made training tools and materials. This guide includes sections on interactive training, evaluation and improvement and provides key skills to new leaders. Contains exercises, handouts, assessments and tools to help you:
•set up supervisor training in record time
• provide key skills to new leaders
• become a more effective and efficient facilitator
• ensure training is on target and gets results
"Jones and Chen share a wealth of practical experience aimed at the realities of becoming and succeeding as a new supervisor. This is required reading for trainers."
Ed Oxford, Vice President and Director, Leadership, Learning and Performance, Commercial, Government and Industrial Solutions Sector, Motorola, Inc.
Other books in this series: Leadership Training, Customer Service Training, New Employee Orientation Training, Leading Change Training.
• Practical hands-on guide offers all the exercises, handouts and presentations you need to develop effective training programmes
• 'Workshop' approach helps you quickly and easily develop training in key business areas
• Includes a companion CD-ROM
Paperback
First published April 1, 2002
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May 13, 2011New Supervisor Training by John E Jones & Chris W Chen
Preface
Determine needs of new supervisors and adapt training materials to perceived needs quickly.
One author well-versed in Adult leaning theory and methodology … co-author actively involved in training
CH 1 Introduction: How to Use This Book Effectively
First level supervisors make a dramatic impact on employee performance and behavior.
Frontline supervisors are a main determinant of performance, retention, and morale in an organization.
New supervisors can create a huge liability if they don’t know their responsibilities or the magnified impact of their actions.
Information in this workbook is for new supervisors and current supervisors.
Top 10 Mistakes Made by New Supervisors
1. Seizing Power and Attempting to Hold on to it
2. Failing to solicit feedback
3. Delegating without authorizing
4. Reprimanding employees in the presence of others
5. Supervising everyone the same way
6. Keeping the interesting work for themselves
7. Siding with team members
8. Distancing themselves from direct reports
9. Promoting an us-versus-them attitude
10. Engaging in illegal behaviors
To employees, the supervisor is the organization, and the supervisor’s main task is the development of the team.
The First Step of Training includes IDing what your trainees need to learn.
CH 2 Assessing the Learning Needs of New Supervisors
Methods for Needs Assessments
1. Survey – advantages of surveys include the speed of data collection, objectivity, repeatability, and ease of analysis. “Multirater” or “360 degree” assessments are preferable to simple self-assessments
2. Interview – talking face-to-face or by telephone with prospective trainees
3. Job Analysis – use the job description to determine specific competencies – many job descriptions don’t make sense so this method only works when job descriptions are relevant.
4. Organizational Analysis – sometimes the organizational vision, mission, values and goals statements provide information needs for training.
5. Mixed Method – a combination of methods often provide the best info.
General Warnings and Caveats
• Don’t ask anyone about others’ needs – managers don’t always know what their people need - and if managers are the sole source of info – supervisors may not feel involved in the process – in fact they could feel threatened.
• Don’t assess needs you cannot meet – asking about specific competencies sends a message that the organization is willing to training in the competency to raise skill levels – don’t ask if you are not willing to invest time in training.
• Involve new supervisors directly – ask useful questions and listen careful to stated needs.
• Make the identified needs an obvious part of your training design – mention the areas or trends ID’d during the assessment period
• Don’t think of training as a “magic bullet” – instead of or in addition to training, a supervisor may need individualized coaching, counseling or consulting. This one-on-one interaction should be customized to each supervisors unique situation.
Preface
Determine needs of new supervisors and adapt training materials to perceived needs quickly.
One author well-versed in Adult leaning theory and methodology … co-author actively involved in training
CH 1 Introduction: How to Use This Book Effectively
First level supervisors make a dramatic impact on employee performance and behavior.
Frontline supervisors are a main determinant of performance, retention, and morale in an organization.
New supervisors can create a huge liability if they don’t know their responsibilities or the magnified impact of their actions.
Information in this workbook is for new supervisors and current supervisors.
Top 10 Mistakes Made by New Supervisors
1. Seizing Power and Attempting to Hold on to it
2. Failing to solicit feedback
3. Delegating without authorizing
4. Reprimanding employees in the presence of others
5. Supervising everyone the same way
6. Keeping the interesting work for themselves
7. Siding with team members
8. Distancing themselves from direct reports
9. Promoting an us-versus-them attitude
10. Engaging in illegal behaviors
To employees, the supervisor is the organization, and the supervisor’s main task is the development of the team.
The First Step of Training includes IDing what your trainees need to learn.
CH 2 Assessing the Learning Needs of New Supervisors
Methods for Needs Assessments
1. Survey – advantages of surveys include the speed of data collection, objectivity, repeatability, and ease of analysis. “Multirater” or “360 degree” assessments are preferable to simple self-assessments
2. Interview – talking face-to-face or by telephone with prospective trainees
3. Job Analysis – use the job description to determine specific competencies – many job descriptions don’t make sense so this method only works when job descriptions are relevant.
4. Organizational Analysis – sometimes the organizational vision, mission, values and goals statements provide information needs for training.
5. Mixed Method – a combination of methods often provide the best info.
General Warnings and Caveats
• Don’t ask anyone about others’ needs – managers don’t always know what their people need - and if managers are the sole source of info – supervisors may not feel involved in the process – in fact they could feel threatened.
• Don’t assess needs you cannot meet – asking about specific competencies sends a message that the organization is willing to training in the competency to raise skill levels – don’t ask if you are not willing to invest time in training.
• Involve new supervisors directly – ask useful questions and listen careful to stated needs.
• Make the identified needs an obvious part of your training design – mention the areas or trends ID’d during the assessment period
• Don’t think of training as a “magic bullet” – instead of or in addition to training, a supervisor may need individualized coaching, counseling or consulting. This one-on-one interaction should be customized to each supervisors unique situation.
Displaying 1 of 1 review