| Background | | | | with the 5 new managers. This was a great benefit to |
| XYZ Financial Services Company provides a variety | | | | the 5 new managers as the 10 individuals who already |
| of financial and life insurance services to their clients, | | | | had been in the job were able to share how they |
| who range from individuals to Fortune 1000 companies | | | | handled certain circumstances and provide their |
| throughout the northeast United States. They have | | | | guidance to the new managers. |
| been in business for 15 years and during that time | | | | XYZ Financial Services New Manager Training |
| have grown to 75 employees. They are starting to | | | | Program |
| expand the services they offer to include stock | | | | The new manager training program was a total of |
| brokerage services and also hope to expand their | | | | three weeks (15 days) in duration. Prior to the program |
| business to cover the central and mid-west United | | | | starting, the new managers took the Myers-Briggs |
| States within the next 5 - 8 years. This plan of | | | | Type Indicator assessment to understand themselves |
| expanded services and coverage of territory is | | | | and how they interact with others. The results were |
| expected to increase their need for employees to | | | | discussed during the kick-off of the program. |
| support the business from their current level of 75 to | | | | The first course the individuals took was called "New |
| 150 - 200 employees. Additionally, they will need to | | | | Managers 101." The course was a 3-day course and |
| develop a new division to handle the stock brokerage | | | | focused on the following topics: |
| services. | | | | - Transitioning into a new manager role |
| Current Training at XYZ Financial Services Company | | | | - Getting to know your staff |
| Training at XYZ Financial Services Company has | | | | - Interviewing and selection skills |
| been mostly ad hoc, with individual employees signing | | | | - HR basics including employment law |
| up for a variety of open enrollment type courses | | | | - Time management |
| offered through local training providers or through night | | | | - Budget management |
| classes at the local high school or college. In many | | | | - Effective delegating |
| cases the employee may have paid for training on | | | | Additional courses were one to two days in length and |
| their own if it was a personal interest; however, in | | | | focused on: |
| some cases the company has paid for training if the | | | | - Performance Management and Coaching (2 days) |
| manager of the employee has specifically requested | | | | - Project Management Basics (1 day) |
| the training. For example, if an employee is responsible | | | | - Team Leadership (2 days) |
| for writing letters to clients, the company would offer | | | | - Managing Conflict (2 days) |
| to pay for training to improve writing skills for that | | | | - Presentation Skills (2 days) |
| individual. However, if an employee is interested in | | | | - Communication (2 days) |
| improving his/her presentation skills, but makes no | | | | - Problem Solving (1 day) |
| formal presentations on behalf of the company, the | | | | The curriculum included role playing, case studies |
| company would not pay for that training. | | | | scenarios, discussion, and team and individual |
| The company realizes that in order to grow and | | | | exercises. Reading assignments were assigned for |
| prosper, and retain employees that are valuable to the | | | | homework. Action planning was done after each |
| company, they need to have more formal training | | | | course to map out how the individual was going to |
| programs, mapped to career paths, in place for their | | | | apply their new skills once they were in their new role. |
| employees. | | | | The program included a formal mentoring program. |
| The Human Resources department was tasked with | | | | The 5 new managers were assigned mentors. Their |
| developing more formal training programs for the | | | | mentors were individuals who were promoted into |
| employees. The first program they focused on was a | | | | management roles (from an individual contributor role) |
| New Manager Training Program as the goal is to | | | | and had been managing for at least 3 - 5 years. The |
| promote some of the current employees into | | | | mentors helped the mentees with their action plans |
| management roles and hire new employees for the | | | | initially and answered questions about how they would |
| more junior, staff level roles. | | | | apply their skills on the job. |
| Research on Developing a New Manager Training | | | | After the Program |
| Program | | | | Once the program ended, the mentoring program |
| Over the past few years when employees were | | | | "officially" kicked off and mentors met with the new |
| promoted to a manager role from an individual | | | | managers formally at least once a week for 2 hours |
| contributor role, they were not provided any formal | | | | to answer questions, solve problems, brainstorm, etc. |
| training and were rather "thrown into the role." In the | | | | Additionally, after two months on the job, the group of |
| words of one of the fairly new managers - "Learning | | | | 5 new managers came together to review their action |
| was done on the fly and it was particularly difficult if | | | | plan progress and to take an additional course: |
| you were now managing individuals who were your | | | | - Management 101 - Part 2, (2 days) which focused on: |
| peers previously." | | | | - How to understand and influence the behaviors of |
| A survey was conducted of all individuals who were | | | | others |
| promoted to a management role within the last 3 | | | | - Addressing behavior problems |
| years to determine what training would have been of | | | | - Speaking assertively |
| value to them to ensure their success. The following | | | | - Motivating others |
| questions were asked: | | | | A survey was done of the new managers, their |
| - Did you take any training courses on your own once | | | | managers, and their direct reports after 4 months on |
| you were made a manager? If so, please list the | | | | the job to gauge effectiveness and progress. Here |
| classes you took. | | | | are the key points from the survey results: |
| - Which of the following skills do you believe would | | | | 5 new managers (who took the training program) |
| have been helpful to have formal training on prior to | | | | - Were confident in their ability to manage individuals |
| starting your role as a new manager: | | | | who were once their peers |
| - Interviewing skills | | | | - Were comfortable with the ability to build a cohesive |
| - Basic management skills - such as leading others, | | | | team and address issues that arise, sometimes making |
| delegating, communication, etc. | | | | a decision independently to ensure the group is moving |
| - Conflict management | | | | in the right direction |
| - Negotiation | | | | - Were able to work with their direct reports to |
| - Transitioning from peer to manager | | | | develop individual and team goals and objectives and |
| - Performance management and coaching | | | | professional development plans |
| - Coaching others | | | | - Access to mentors provided them with someone |
| - Other (please list) | | | | they could talk with and a sounding board for tough |
| What challenges did you face as a new manager? | | | | decisions they had to make |
| What challenges do you continue to face today? | | | | Their managers (VP level within the company) |
| Would you be interested in mentoring new managers if | | | | - New managers required less "hand holding" then |
| a formal mentoring program was put in place? | | | | previous new managers based on skills and |
| What other information do you believe would be | | | | knowledge brought into the role through the training |
| helpful for us to know as we plan a new manager | | | | program |
| training program? | | | | - Saw progress in action plans developed by new |
| Some interesting findings from the survey included: | | | | managers |
| - Uncertainty on how to function as a "buffer" | | | | - Were tracking well toward targets set for new |
| between their direct reports and their manager | | | | managers based on increased sales, building client |
| - When decisions should be made quickly and when | | | | base, improve processes/efficiencies, release of new |
| they should be made in conjunction with their team of | | | | products/services |
| direct reports | | | | Direct reports (individuals who reported to the new |
| - How to not take on everything themselves and learn | | | | managers) |
| to effectively delegate and trust others to get work | | | | - Believed the manager made good decisions overall |
| done | | | | for the group and felt comfortable going to the |
| - Uncertainty on dealing with individuals who are | | | | manager with concerns/issues |
| negative and intimidating | | | | - Felt manager cared about them and worked with |
| All 10 individuals who received the survey responded. | | | | them to develop their skills |
| The answers were quite helpful to the HR department | | | | - Overall increased satisfaction with job and direction |
| in developing a training program for new managers. | | | | their department/group was heading |
| These were all issues and concerns that HR felt could | | | | Summary |
| be addressed in training and also through incorporating | | | | Based on the results of the surveys and based on |
| a formal mentoring program. | | | | follow up conversations with the mentors of the new |
| It was determined that the new program would be | | | | managers, the HR department spoke with the |
| rolled out with the 5 individuals who were promoted to | | | | executive team about the success of the program. |
| a management role prior to them actually starting in | | | | The program was included as part of the standard |
| the new position. The 10 individuals who responded to | | | | training programs in place at XYZ Financial Services |
| the survey were invited to participate in any or all of | | | | Company and all new managers (whether hired from |
| the classes, as they desired. All 10 took advantage of | | | | external or internal to the company) would be put |
| the training program in its entirety and attended classes | | | | through the program prior to starting their new role. |