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June 2018
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Minding Your Managers
TD Magazine

Minding Your Managers

Secure buy-in for a manager onboarding program.

Few organizations have a defined manager onboarding program for newly hired and promoted managers through which they receive the tools they need for success starting with day one, writes Sharlyn Lauby in "A Road Map for Onboarding Managers." Such programs should focus on topics that someone doesn't need to know until they become a manager, such as interviewing potential new hires or having performance discussions with employees.

But what if your C-suite doesn't buy into the idea of a specialized program? Lauby provides facts to sell the idea.

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Turnover is expensive. Recruitment, training, lost productivity. Those are just some of the costs associated with employee turnover—costs that run an estimated six to nine months of an individual's annual salary. But there's more: An employer's brand suffers if too many people leave in a short time frame, and there will be extra wear and tear on staff who pick up the slack.

Employee engagement. High levels of employee engagement mean lower absenteeism, greater productivity, and higher success rates.

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Managers play an instrumental role in their team's engagement and morale. So, giving them tools and helping them gain the know-how—such as effective communication skills—to best work with their staff while getting their own projects done can improve the organization's bottom line.

In "A Road Map for Onboarding Managers," Lauby also shows how to develop an effective onboarding program using a model akin to ADDIE.

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About the Author
The Association for Talent Development (ATD) is a professional membership organization supporting those who develop the knowledge and skills of employees in organizations around the world. The ATD Staff, along with a worldwide network of volunteers work to empower professionals to develop talent in the workplace.
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If managers were treated a true partners in the business, as part of the onboarding process, wouldn't you expect engagement and performance to improve. Industry leaders, like Southwest Airlines, Capital One and BHP Billiton, and hundreds of private companies empower employees to think and act like owners, driving and participating in the profitable growth of the company. This Harvard Business Review article provides more background: https://hbr.org/2018/01/more-than-a-paycheck
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