| Employee development for new managers must take | | | | about holding meetings, discipline, motivation, and leading |
| place and it should never be expected that a new | | | | a team of people. If processes are in place |
| manager can just walk in and get to work. The | | | | management is used to then the new management |
| appropriate tools need to be provided to the new | | | | must be trained according to these too. |
| manager so they are capable of performing in their | | | | New managers need more than just training and a |
| position. Tools include items necessary to perform their | | | | few classes to help them succeed in their positions. |
| daily functions like a computer but they also include | | | | New managers need guidance from another manager |
| things like resources. Information and data is necessary | | | | above them to assist with the transition and to ensure |
| along with the ability to do their job. This may mean the | | | | they are doing a good job. This guidance should be |
| power to make things happen and make changes to | | | | from someone acting as a mentor that can not only |
| existing processes right away. | | | | show them the ropes but help them achieve success |
| Techniques are very important and need to be trained | | | | in their new position. |
| to new managers. It is very common for employees to | | | | Employee development is not just for staff members |
| be thrust into a new management position finding it to | | | | but also ideal for new managers who have never |
| be far different than they expected. Problems occur | | | | been in management before. Training new managers |
| when the new manager doesn't know processes and | | | | requires many things for them to be successful in their |
| techniques. Employee development training must take | | | | new career path. These things include appropriate |
| place for new managers to teach them techniques | | | | tools and resources, techniques, and proper guidance. |