Creating a Training Plan for Your Business

"Increasingly I am realizing that whatever we are involved in, in all aspects of our lives, ultimately the activity itself is about being in relationship. I believe this to be a fundamental truth about living our lives. What is clear to me is the potency of how we might wittingly or otherwise influence and guide, if not control, the other(s) in our relationships. This feels to be particularly true in the supervisory relationship given its innate power differences" (Bailey, C., 2004).

Too often, existing and newly hired supervisors/directors are left out of the training loop. Not only does this lack of training impair the supervisor/director, it can also harm his or her direct reports, leading to a lackluster organization. SMC is determined to improve the level of support and training our supervisors/directors receive, which will be demonstrated by our aggressive and comprehensive training program.

First, SMC had to identify the training needs of our supervisors and directors. This company has experienced a rather high rate of promotions based on sole contributor performance, rather than proven managerial skills. Often, this type of introduction to the management role can be overwhelming, and detrimental to the associate. To understand what type of training needs existed within the supervisor/director roles, SMC conducted assessments for each associate in these roles, regardless of their years with the company. The assessments conducted by Human Resources confirmed that supervisors and directors needed training in "softer" areas such as: Leadership, motivational techniques, and establishing exceptional communication skills. In addition, assessments also displayed the need for training in company strategy and vision, supervisor transactions, and Human Resource policies.

After identifying the training needs of supervisors and directors, SMC determined how the training would be conducted. Given SMC's desire to reach out to all learning types, several different training options were established. For the "softer" training needs, there will be a mixture of required supervisor forum sessions available. These sessions will be outsourced, which allows more freedom for feedback and discussion amongst associates. Outsourcing also allows for SMC to remain current with the latest techniques by using individuals specialized in management training without the "corporate" strings attached. The sessions will be held in person, off-site and certifications will be provided at the end of each completed session.

To ensure supervisors and directors understand SMC's strategy and vision, our own Human Resource group will conduct training sessions. This training will also involve input and in some cases participation from various executive level leadership representatives. These sessions will be held on-site, and in some cases will be offered via virtual instructor-led courses.

Supervisor transaction and Human Resource Policy training will be conducted via on-line courses. Testing will be given at the end of each course