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Have you
\nconsidered the correlation between management training and employee retention?<\/p>\n
There is a saying
\nthat employees don\u2019t leave jobs or companies — they leave bosses. And while no
\none wants to work for a tyrant, most people aren\u2019t inherently malicious. <\/p>\n
Instead, everyday
\nsituations, like the way a manager reacts under pressure or how tactfully feedback
\nis provided, have consequences. It can either chip away at morale and destroy
\nproductivity, or the manager can inspire the team to work harder and
\npersevere. <\/p>\n
While leadership Mentorship and Find the managers Begin having the On the first Over time, the Companies can make the mistake of only training senior managers because these are the leaders with the greatest influence. <\/p>\n While their behavior If a company First-time By putting as Historically, Your HR Every person has Plus, career To improve However hard, spending the extra effort to be sensitive lets workers know you care, especially when you\u2019re discussing behaviors that need to change<\/a>. Kindness also helps managers avoid allegations of favoritism — another retention killer.<\/p>\n If one staff member It\u2019s important Managers are held accountable for the success of their teams. And the untrained manager may be inclined to maintain a tight grip on every project — fearing loss of control or falling behind.<\/p>\n Micromanagement remains a common management mistake<\/a>. However, your managers can\u2019t be effective, and employees can\u2019t be happy, if micromanagement rules the roost. <\/p>\n Encourage your managers to think of delegation as a force multiplier that allows their team to get more done rather than losing control. <\/p>\n Controlling, Communication is Good Don\u2019t let your Find more ideas on how to motivate and inspire your employees. Download our complimentary e-book: How to develop a top-notch workforce that will accelerate your business<\/a>.<\/p>\n
\nmyths are pervasive<\/a>, there are fundamentals to good management that
\ncan be learned through mentorship and training. With these simple strategies,
\nbusiness leaders can have a direct impact on overall employee job satisfaction
\nand productivity, which should lead to lower turnover rates.<\/p>\n1. Prioritize mentorship<\/h2>\n
\ncoaching is the most effective
\nmanagement training<\/a>. <\/p>\n
\nwho lead productive, satisfied teams with low turnover. Partner them with your
\nfuture leaders, who perhaps have less experience but show raw talent and are
\neager to assume more responsibility. <\/p>\n
\nmentor progressively introduce new systems, processes and projects. For example,
\na supervisor might teach their prot\u00e9g\u00e9 how to review and approve time cards. <\/p>\n
\nweek, the manager shows how it\u2019s done. The mentee handles the process under
\nsupervision for the second week and completely owns it on the third week.<\/p>\n
\nmanager should also impart softer skills like talking someone through a
\nperformance issue.<\/p>\n2. Invest in new manager training <\/h2>\n
\ncan impact a broad range of employees, the lower level managers are likely
\nworking more intimately with the majority of your staff on a daily basis. <\/p>\n
\npromoted an exceptional individual contributor to a management position without
\noffering training, they might be setting that person up to fail. <\/p>\n
\nsupervisors<\/a> may be vulnerable to making rookie mistakes when it comes to
\neveryday scenarios, like motivating and coaching the team, providing
\nconstructive feedback or disciplining employees.<\/p>\n
\nmuch effort into training young or inexperienced managers as you do your
\nC-suite, you help improve performance and retention throughout the company, not
\njust at the highest levels. You also build
\nyour bench<\/a> of potential leaders.<\/p>\n3. Construct comprehensive succession plans<\/h2>\n
\ncompanies create
\nsuccession plans<\/a> only for their C-suite and maybe a few other key
\npositions. However, if you drill down through all layers of the organization
\nand plan for career development throughout the company, you can begin training
\nyounger managers for senior positions.<\/p>\n
\ngeneralists and junior software developers don\u2019t plan to remain in their entry-level
\npositions forever. Identify potential managers early, and provide necessary learning
\nopportunities and experiences for their professional growth. <\/p>\n
\nstrengths and weaknesses. Identify the areas in which they struggle, and offer
\neducational opportunities to fill those skill gaps. When opportunities arise,
\nthey\u2019ll be prepared to assume new responsibilities.<\/p>\n
\ndevelopment planning<\/a> at every level of the organization helps
\nyounger, less experienced employees visualize how the company plans to
\ncontribute to their career. Knowing that you have plans for their growth gives
\nemployees a reason to stay.<\/p>\n4. Value every contribution<\/h2>\n
\nretention, train your managers to be kind, constructive and sympathetic when counseling
\ntheir staff members. This can be particularly hard when the manager is
\nfrustrated or frazzled or doesn\u2019t personally care for the employee.<\/p>\n
\nis clearly treated with more respect and civility than others, it\u2019s a glaring
\nsign of favoritism, which may drive employee dissatisfaction. <\/p>\n
\nfor managers to remember that not every employee is equally successful. Even
\nyour high-flyers can have a bad day,
\nweek or month<\/a>. Every contribution should be valued.<\/p>\n5. Teach delegation<\/h2>\n
\nperfectionist managers can stifle creativity at best and come across as
\ndictators to employees at worst. It\u2019s vital your managers make their team
\nmembers feel valued and trusted to do their tasks well.<\/p>\n6. Teach communication skills<\/h2>\n
\nkey<\/a> to all employee
\nrelations. If a manager\u2019s communications skills are flawed, then they\u2019ll have a
\nhard time leading a team, no matter how accomplished they are in other areas.<\/p>\n
\ncommunication can be complex since it includes:<\/p>\n\n
\nand objectives clearly and consistently<\/li>\n
\nin a manner that improves performance<\/li>\n
\nquestions and concerns<\/li>\n<\/ul>\n
\nmanagement team underestimate the value of telling employees when they\u2019ve done
\na good job. After all, who wants to work for someone who never seems to notice
\nthat they\u2019ve worked hard on a project or made an effort to do exactly what was
\nasked?<\/p>\n