It’s funny how in the last week I’ve had three conversations with three very different businesses about how the lack of a manager’s induction causes problems down the line: Inconsistent approaches to people management, having to go back to basics with experienced managers and the HR team getting way too involved way too often as small people problems haven’t been handled properly from the start.
We know that a general induction is important for those joining the organisation, but people being recruited into management positions need a separate (additional) induction. New managers need to understand what’s expected of them, what support is available to them, and how to do things properly.
People with managerial experience being recruited into a new organisation need an induction on top of the generic corporate one to help them to understand the managerial processes within their new environment. You would hope that they have been recruited because they have the necessary skills and experience, but the way they are expected to manage and report is probably quite different to their previous organisation. They need to know which forms to use when, where to find them, who to contact if… etc. They also need to know how to manage in line with the organisations Values.
Managers who are promoted from within may have a reasonable understanding of the processes, but this is HUGE assumption. They may have worked for poor managers who didn’t set the right example, and even if they worked for good managers, there will be parts of the job that they were unaware of. But more than that, they will need a lot of help and guidance about the behaviours and best practice to make the transition from team player to team manager.
Managers new to an organisation would complete the standard induction and then (as part of their role specific development) would receive new manager training in addition to any technical training required. Those promoted from within would only need the New Manager Induction.
New managers need to be provided with the relevant knowledge (about policies, procedures, paperwork etc) and skills (e.g. having difficult conversations, completing return to work interviews, coaching people, disciplinary interviews, recruitment interviewing and so on).
This would need to be flexible to reflect the new manager’s experience, needs and operational priorities (for example, conducting PDR interviews will not be urgent if they were completed a month ago, whereas if they are due in the next couple of months, this training becomes top priority). As such a toolkit approach is sensible to enable a mixture of on-line, paper-based, one-to-one and group training to be used. This would allow managers to be picked up as necessary, and cover topics based on importance and urgency to them. That said, a clear training plan would have to be agreed with their line manager and/or HR to make sure things were covered in a timely manner.
If you want help creating a Manager’s Induction, please contact me. I’d love to help.