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New Supervisors Training: Helping New Supervisors Develop Skills, Prevent Legal Risks, and Maximize Productivity

What Skills Should Supervisors Learn

Supervisors need to be able to efficiently and successfully manage their workforce to meet organizational goals and needs. Here are four essential skills a new supervisor should learn. Include these broad categories in your new supervisor training programs.

·         Proper Communication – Learn how to speak, write, and listen in order to effectively communicate your ideas to another individual. Good communication skills allow supervisors to inform management and relay important messages from various departments.

·         Relationship Building – Develop professional social skills to maintain and build relationships. Interacting with individuals at various levels within the organization is a core component of any supervisor.

·         New Supervisor Training: Develop Your Team – Learn each member’s strengths and weaknesses. Supervisors must be able to utilize each individual’s talents in order to optimize performance and work as a team.

·         Project Management – Develop project management skills in order to stay organized and be able to multi-task. This means establishing agendas and meeting company goals.

What Makes New Supervisor Training Skills Development Difficult

Developing supervisor skills are difficult and stressful for many people. It does not matter whether you are a novice or an experienced supervisor. You will experience difficulties and hardships on the job because:

·         Cultures are different – Just because your previous company was easy, does not mean that your new company will be easy too. Different work places have different cultures and this requires you to adapt and possibly learn new skills.

·         Staff motivation varies – No matter how motivated you are as a supervisor, nothing will be accomplished if your staff is unmotivated. This forces you to focus on raising the morale and ambition of your team, which takes precedence over learning any new development skills.

·         Stress overload persists – Stress during work often leads to unproductive habits. Some days you will be overcome with stress due to various factors such as, low pay, low morale, or low motivation which will make developing supervisor skills more difficult. 

Daniel Feerst, LISW

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What these New Supervisor Training Topics Will Do . . .
14 Skills for Supervisors and Managers
  • Improve the productivity of new supervisors and new managers
  • Experience fewer headaches in HR from grievances and complaints that employees bring to top management or the human resources office due to problematic relationships before new supervisors experience them.
  • Encourage new supervisor skills development using PowerPoint, DVD, or online web course formats. Reduce risk of employment claims, wrongful termination, and wrongful discipline
  • Improve any supervisor's willingness to act sooner when problems emerge, consult with the proper internal company resources regard tough employee behavior management issues, and communicate better with next-lever management
  • Demonstrate your new supervisors were trained and that your organization exercised its responsibility for training supervisors on critical issues to protect employees, practice fairness, eliminate harassment, and reduce legal claims and charges of wrongdoing in the treatment of employees.
  • Help supervisors and managers brush-up on key skills and learn new one they never quite understood
  • From your website, have your own supervisor leadership training topics your new, developing, and seasoned supervisors and managers 24/7 
  • From your Web site, e-mail any course link to one manager or every manager.
  • Train struggling and problematic managers with performance issues and troublesome supervision styles
  • Reduce stress and fear among new supervisors due to inadequate training or inexperience
  • Improve employee productivity with better supervisors
  • Train supervisors faster and give them a resource then can access the moment they need it, day or night.
  • Improve your HR skills and ability to internally consult and coach supervisors.
  • Reduce risk of employment practices liability from the missteps and ignorance characteristic of many managers, especially new managers
  • Improve your EAP, HR department, or other department's ability to help managers by broadening the scope of services and education you offer
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Publisher: Daniel Feerst
New Supervisor Training

New supervisor training has one goal--preventing leadership staff from forming bad habits of supervision. There is no escape from the need to manage employees once a supervisor is hired and handed the job description. From that point forward information and skills, and practical digestible help delivered in an equally digestible fashion is what interrupts the pattern of new supervisors becoming risks to the organization.

New Supervisor Training should help those who lead understand that isolation comes with the job and brings its own energy-sapping stress.

New supervisors often find their jobs lonely and isolating. They may spend their
days managing crises and solving problems on their own—with little opportunity
for building camaraderie with peers.

The stress that accompanies such isolation may not manifest itself as the more
common type of frantic intensity, but rather a low-level sense of unease and
agitation. But it’s still stress—and it can still eat away at you.

Relief for new supervisors comes from finding safe outlets to share experience, discuss challenges and develop professional skills and knowledge. New supervisor training and education can help these fresh managers develop these interaction skills.

The stress of feeling isolated evaporates if you can meet regularly with other supervisors in a supportive setting. It's really that simple.

Peer groups are an excellent resource. Contact professional associations, trade
groups or consulting firms that specialize in serving your industry. They may offer
roundtable programs—often called peer networks—in which supervisors build
trusting relationships with their peers in non-competing companies.

In most of these discussion groups, you meet monthly with about 10 other
supervisors to exchange ideas and reflect on your experiences. Everyone agrees
to honor confidentiality so that people can speak freely about their challenges.
Participants almost always say, “I’m glad to know I’m not the only one going
through this.”

Another way to combat the isolation is to find a mentor. Ideally, you want to
recruit a manager who has performed your job successfully for many years. This
person should be able to identify with your challenges, listen attentively to your
concerns and ask penetrating questions that guide you in the right direction.

New Supervisor Training: Find a Mentor

Here are three ways to find a mentor:
  • Enlist your human-resources department. They may match you with someone within your organization.
  • Seek out recent retirees at your organization whom you like and respect.
  • Network in the community. Join business groups such as Toastmasters to develop your public speaking and enroll in professional educational classes. You may meet potential mentors through such activities.
TIP: New Supervisor Training: Keep a journal.
The act of writing down your feelings may not make you feel
better right away, but it will help you detach yourself from your day-to-day
isolation and gain a fresh perspective on it.

IT’S TRUE: Even if your job involves constant interpersonal communication, you
can still feel deeply isolated. In fact, supervisors whose work requires lots of one on-
one contact with others (whether employees, colleagues or customers) can
exhibit higher pulse readings and blood pressure than those who spend more
time alone. This is especially true if you’re more of an introvert than an extrovert.
In any case, don’t assume that a workday consisting of frequent encounters with
others will prevent you from feeling lonely and stressed.

EXERCISE: The sooner you address your on-the-job loneliness, the faster you
can redirect your underlying stress into positive energy. Here are two outreach

1. Reach out to others in your organization. As an experiment, have lunch with
different sets of people at least once a week. Getting to know colleagues in other
departments not only helps you develop new friendships, but also enables you to
feel more connected to the organization as a whole.

2. By participating in rich, rewarding activities outside of work, you can gain a
sense of belonging that you can carry over into your job. Spend at least one hour
per week socializing in a group that shares an interest in something that you care
about, such as volunteering with a nonprofit organization or joining a bicycling
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