Manager training tools

No going through hoops. Bank-level security protocols and military-grade AES data encryption. Determine your own total cost. Pay ONLY for the toolkits that you need. Checkout Process Single User. You can skip this step. Remember: No risks. Cancel anytime. I am Ready. Let's Start. Excellent ROI from the first month!

Looking for more tools? One of the best features is the Analytics Dashboard of your employee training and enablement toolkit. The images below are from the Split-Template version. Employee training management matrix — easily track training progress. Training management matrix for employees — breakdown by job role and geographic locations. Multi-prong question about sharing the Training Management Toolkit with other team members.

Questions: Can I share this Training Toolkit with others? What are the requirements for the single-use license? If I have a colleague on the same project, can we use it separately and work on the project separately, or do we need to buy 2 licenses?

You can add users to your account to collaborate with you, but they need to subscribe. Subscribing gives them their own single-user license. After you purchase the Training Management Toolkit, we will follow-up with additional details on the 3 quick steps for adding teammates and other users to sharing the tool with you.

Can I cancel at any time? Answer: Absolutely! Does the sample training plan template, and the main training matrix include tutorials? Answers: Yes. And more. For example, can I upload employee rosters vs having to re-enter the data? Answer: Yes, you can. Automatically import your data from other databases or spreadsheets in minutes and instantly bring your team together. I am in a different region, will this Training Management Toolkit still work for me?

Answer: Yes. This tool was developed for the U. It is truly a global Training Management Toolkit platform. Answer: Yes, you can replace AGS branding on your purchased Training Management Toolkit, when you add a customization or a value-add service plan to your order. Let us know if you have any other questions. Can I upgrade at any time?

Can I add more products later on? You can add products or upgrade at any time, but some products may need to scale together with this Training Management Toolkit. Check out our All-in-One Toolkit for more details. Upgrades and future enhancements will always be free to customers. Cloud or Excel? Excellent ROI from the first month. If you have questions, comments, or tips about this Airiodion Global Services content or product, please contact Airiodion Global Services today. As a general rule, learning objectives should be established for every program developed.

Objectives help guide the focus of the content and ensure that it leads employees to attain specific skills or knowledge needed, ensuring that training and development needs are met.

They also assist in measuring the results of the program. Depending on what topics you have chosen and the learning objectives, certain delivery formats and tools may be more appropriate than others.

The topic and the learning objectives should influence your choice of delivery format and tool. There are a range of delivery formats to choose from: instructor-led classroom training, webinars, e-learning, social learning, coursework, certification programs, involvement in professional associations, mentoring, coaching, stretch assignments, and informal learning cross-training, job shadowing, etc.

But be aware of cost differences. Generally-speaking, here is a comparison of low to no cost options and moderate to high cost options:. Onsite or offsite training workshops and programs, conferences, certification or licensure reimbursement, e-learning, tuition reimbursement, corporate universities, external coaching, and external training services depending on the provider.

The most important factor to consider when choosing training options is to make sure they match and fit the desired learning needs and objectives. Low to no cost options aren't always the most effective for learning or meeting certain objectives.

In fact, moderate and high cost options may be the most beneficial options in some cases, and may actually yield more learning and behavioral change. It's just important to be aware that these options can carry a higher price tag in exchange for their value. It's advisable to have a seasoned instructional designer, trainer, learning and development professional, or individual trained in adult learning design training and development solutions for your organization as they understand how to create a successful program that fits specific learning needs.

Establish the appropriate resources to facilitate training and development including materials, tools, infrastructure, trainers, vendors, and external expertise. Identify what topics can be delivered using staff expertise, and what topics will need to be outsourced. Consider outsourcing training when expertise is lacking, where complex content exists, when there are legal implications, or when teaming, peer learning, and application is helpful. Administering and managing staff training and development involves a great deal of coordination, including the following:.

Training and development costs can rack up quickly, but there are many ways to manage these costs more effectively. Once procedures are established, create applicable policies for training and development activities, such as criteria and guidelines for tuition and training reimbursement, how and when training hours will be paid for non-exempt employees, and request and authorization for external training, among the most critical ones.

Many organizations also have a policy which states that it encourages employees to develop their capabilities and offer learning and development programs. Some also cite specific eligibility criteria for participating in training and development programs.

Training and development programs and initiatives should always be measured and evaluated for their value and impact. Not only does this help establish the credibility and benefit of your function, but it also helps improve offerings over time. Certainly, the simplest and most common method of evaluating training and development initiatives is to collect employees' feedback about each of your training programs. This can be done via a form that rates aspects of the training and collects comments about its effectiveness.

Interviews, focus groups, and committee feedback can also be useful in gathering feedback, but can be more time-consuming. Establishing specific criteria for measuring training and development is helpful for this.

Many organizations tie measurements back to the learning objectives. Ensure that employees have opportunities to practice their new knowledge and skills on the job, are supported with coaching and feedback by their manager, and are held accountable for integrating their new skills and knowledge. Managers can also work with employees to make sure that they are using what they learned on the job through learning contracts, actions plans, and other methods of establishing accountability for learning.

Another trend in follow-up is the concept of blended learning, where learning content is presented in multiple formats and helps reinforce concepts. Providing on-going "bite-sized" learning can also help reinforce what is delivered in training. We have examined the pitfalls, challenges, and crucial skills experienced by and required of supervisors and managers—newly-hired and veterans alike. By drawing on the expertise of working with hundreds of organizations and thousands of supervisors and managers across the country, we hope this guide has offered you a starting place for just that!

A spark to help you with ideas, information, and insight to launch your own learning and development initiative!

ERC Training provides customized learning and development solutions nationwide. Our training programs are implemented at the customer site or a site of their choice. All of ERC's training courses and programs are highly interactive, as we believe that being involved in one's own learning is the only way to create behavior change.

Supervisors, managers, and leaders of all levels of experience and in all industries have learned how to build more engaged and productive teams as a result of ERC training. The Ultimate Guide to Training Your Supervisors and Managers This ultimate guide shares how training your supervisors and managers will help them overcome challenges, motivate those around them, and be more effective in their roles. We are happy to email you the complete guide so you can read it when it's convenient for you.

Introduction Research shows that over half of new supervisors and managers receive little or no training before assuming their new roles. Section 1 The Importance of Training Supervisors and Managers Supervisors and managers in every organization, on any given day, experience successes and face challenges.

Ask these key questions: Are supervisors and managers knowledgeable about employment laws in order to successfully apply legal guidelines in the workplace? Do supervisors and managers ask appropriate interview questions? Do supervisors and managers participate in making legal selection decisions based on job-related factors and qualifications and not based on any protected-class criteria?

Do supervisors and managers understand wage and hour law FLSA and how it affects the pay of their employees?

Do supervisors and managers consistently discipline or handle issues related to employee conduct? Do supervisors and managers understand the basics of managing employee leave?

Pitfall 2: Failing to document and manage performance Performance management is a common struggle for many supervisors and managers. Ask these key questions: Do supervisors and managers generally have a high performance work team, or do their employees struggle in reaching certain performance standards or goals? Are employees aware of what is expected of them in terms of performance? Do supervisors and managers communicate these expectations to employees? Do supervisors and managers take the performance review process seriously?

Do they understand its importance and how to prepare for and deliver a performance review? Do supervisors and managers document any and all incidents of poor performance? Do supervisors and managers support performance with development and training if needed? Do supervisors and managers have conversations with employees about their career aspirations and developmental interests?

Do they follow-up on insights obtained in these conversations? Do supervisors and managers continually challenge and empower their employees? Do supervisors and managers make themselves available to answer employee questions about projects, assignments, and tasks? Do supervisors and managers recognize and thank employees for their contributions when they do a good job? Do supervisors and managers criticize more than they praise?

Is there an imbalance of negative and positive feedback, and is this justified? Pitfall 3: Poor communication skills Inadequate communication manifests itself in a number of problems including poor relationships with employees, frequent misunderstandings of job-tasks, unclear expectations, or lack or communicating policies.

Ask these key questions: Do supervisors and managers establish rapport and positive relationships with employees? Do supervisors and managers engage in frequent methods of in-person communication? Do supervisors and managers clarify points and issues, trying to better understand work problems employees have? Do supervisors and managers exhibit effective non-verbal communication with employees? Do their words match their body language and tone of voice?

Do employees often feel confused when completing work assignments, or do misunderstandings frequently occur? Do employees receive enough performance feedback from supervisors and managers? Do they understand where they excel and where they need to improve? Is the feedback provided by supervisors and managers constructive and well-targeted at behavioral changes? Pitfall 4: Failing to resolve conflict Many managers fail to resolve conflict. Ask these key questions: Do supervisors and managers work to accurately define and identify key workplace conflicts, or are problems frequently incorrectly identified?

Do supervisors and managers recognize the causes of conflict? Do supervisors and managers understand the costs of conflict on your business and recognize its effects on productivity? Do conflicts generally go unresolved by supervisors and managers, or do supervisors and managers practice different strategies to manage and resolve conflict, ensuring that it has a limited effect on performance? Do supervisors and managers try to prevent negative conflict by encouraging positive coworker relationships, encouraging recognition of individual differences, and addressing work problems quickly before they escalate?

Do supervisors try to adapt to different personalities and styles in order to maximize their effectiveness? Pitfall 5: Not understanding the new role Typically promoted from individual contributor roles, supervisors and managers find themselves not understanding the new requirements and expectations of their new role. Ask these key questions: Do supervisors and managers frequently encounter challenges on the job in dealing with employee issues and problems?

Do supervisors and managers understand how their role is different than that of their previous role as an individual contributor? Do they understand its importance in driving results through others? Do supervisors and managers understand the responsibilities of their role and how to carry them out?

Do supervisors and managers make time for employees, balancing task completion and building supportive relationships? Do supervisors and managers show trust and confidence in employees? Are employees excessively directed and micromanaged?

Are employees treated with respect and courtesy? Looking for online supervisory training? You asked, and we listened. ERC now offers our leadership training online. Section 2 Common Challenges Supervisors Face Regardless of industry, geographic region, organization size, supervisors and managers in every organization face very common challenges.

Challenge 1: Communication Managers may not be completely aware of their communication style and how the quality of their communications affect and are perceived by their employees. Challenge 3: Performance Management Supervisors must balance meeting goals, managing workloads, and motivating employees.

These situations need to be handled delicately due to their legal nature, so ensure your supervisors are aware of: Legal basics such as conditions or disabilities that are protected.

How to determine essential functions and reasonable accommodations. Requirements associated with FMLA eligibility, length of time, etc. Types of employees that are protected under law gender, race, nationality, etc. Challenge 5: Policy Administration One of the most common challenges for supervisors and managers is treating employees fairly and consistently.

Section 3 Preparing New Supervisors In addition to the common challenges faced by supervisors and managers, those who are newly promoted encounter a unique set of issues. Discover the challenges that arise for organizations during the transition process and how to address them: Tip 1: The Announcement Often times the transition from an employee to a supervisor or manager ruffles some feathers.

How to address it: Make sure your organization has a process in place for announcing personnel changes. How to address it: Try connecting the new supervisor with other managerial staff or assign a mentor. Section 4 How to Successfully Transition Employees to Supervisors This newfound responsibility comes with a transition from employee to supervisor or manager that is one of the most difficult transitions an employee must make in their career.

Clarify expectations and priorities. Discuss your organization's management philosophy. Schedule supervisors for training sooner than later. Brief them on managerial procedures. Coach supervisors on critical conversations. Provide time to interact with other managers. Craft precision microlearning programs for training in the flow of work.

Deliver training and performance support with learning-on-location tools. That should look different, too. Here are ten topics to include in your new manager training and why this type of training is still vitally important in and beyond. They are stepping in to fill the void left by Baby Boomer managers and leadership.

But is this type of training still important? Short answer? Yes: new manager training is still important. With caveats. When moving your new manager training into the future, you need to get personal. Companies already use personality indexes and profiles to identify employee strengths, and your manager training design should use these, too. Only just-in-time training delivered when managers need it and where they are is relevant or effective.

Think mLearning, experiential learning , and other types of learning to capture and keep millennial attention. In industries that are constantly shifting, management training needs to as well.

It should also focus on building soft skills and developing relationships over the long haul versus teaching a static set of technical skills. Instead of dumping information in one boot camp-style training session, consider the more effective cycle of training-application-assessment-training.

This type of training does more than transmit information. It builds skills that managers can apply in multiple situations. Beyond the focus and style of your training, which manager training topics should you cover? Start with these ten manager training topics:. There is no getting around training new managers in the industry-specific regulations that apply to your company.

Even experienced managers may need a refresher, especially in industries that are heavily regulated and always-changing. Consider push notifications in a geofence for managers who work on jobsites out of the office, or other types of microlearning that can be accessed when needed.

An inclusive workforce is one that accepts and embraces the differences of all employees. It also focuses on the idea that employees in this type of workforce are happier, more productive, and more likely to stick around. Train new managers in the subtle art of nurturing diversity in the workplace for the benefit of everyone. While conflict can be challenging, when properly managed and resolved, the understandings reached can actually and eventually strengthen the company.

Manager training must include conflict resolution for this to occur.