We are planning to train our managers in HR, what are some of the key areas you recommend we cover?

Most supervisors and managers have some human resources responsibilities built into their job. While it is true that each organization may have different ideas of what these responsibilities are or should be, defining the HR responsibilities you want to have included in management positions will help identify how you can best prepare your people for tasks they may have to undertake now and in the future.

Understanding the level of competency your managers and supervisors have in each of the HR functions will help you identify how deep you may need to delve with your training initiatives. That being said, there are a few common areas most managers are involved in that you may want to consider for your training initiative.

1. Skills inventory. A skills inventory evaluates an employee’s knowledge, skills, abilities, qualifications, interests, motivation to learn new skills and future plans (retirement, advancement). Understanding how to conduct a skills inventory assists managers in making the most of the knowledge and abilities of their employees.

2. Forecasting. This is the attempt to predict an organization’s future demand for employees. When managers are involved in the forecasting process and understand its costs and benefits, it can help them discover where they may have gaps in their team and prepare for these gaps in advance, thereby decreasing the negative impact of overstaffing or understaffing.

3. Job analysis. A job analysis is the systematic process of determining the skills, knowledge and duties required to perform different jobs in the organization. When new jobs are created, when jobs have changed because of new technology, when jobs have not been analyzed for a period of time or a new worker is required for the job, managers need to review and revise job descriptions. Managers who understand what is involved in a particular role do a much better job leading their people and have a much lower rate of hiring error than those who are only involved at beginning of the interviewing process.

4. Job competencies. Managers who have a strong handle on the competencies required for a role are better able to select a good fit for the job, work team and organization. They are also better prepared to support employees.

5. Job descriptions. A clear understanding of the importance of job descriptions helps a manager recognize the value people bring to the workgroup and organization. Managers should understand how a clear job description helps to ensure the role is being filled in an acceptable manner.

6. Cost of employee turnover. Employee turnover brings a high cost to any organization. Understanding this cost allows a manager to better understanding why selection in the hiring process is important, why staff relations and engagement are important to the organization and why performance management is a key part of their role. Managers who understand the cost of turnover are more likely to improve employee relations and provide effective support.

7. Resume screening. For managers who are short listing applicants, understanding the screening process will help them save valuable time in the hiring process. Offer training in your organization’s screening process and providing managers with the tools required to effectively screen applicants.

8. Interviewing applicants. Managers need to know how to prepare, conduct and evaluate an interview. In order to ensure a good fit and reduce the cost of a poor hire, managers should be well versed on your organization’s interview procedures and given the tools to conduct the interviews effectively.

9. Employee orientation. Every manager should have an understanding about how to welcome a new employee on board, make them feel comfortable in the organization and embed them into their team and the organization as a whole. Teaching the value of this important hiring step to your managers will help them orient a new hire more effectively and bring the new hire up to performance standards more quickly.

10. Ongoing professional development and training for employees. At some point, managers may be required to identify when employees need training and what that training should look like. Managers should understand how to conduct a training needs assessment and a cost-benefit analysis to decide on internal or external training. They should also have a solid understanding of the training budget and training protocols for your organization.

11. People performance. Most managers are responsible, at least to some degree, for performance reviews. At the same time, many managers avoid performance reviews or fear doing them. Managers that are trained in how to communicate expectations, provide ongoing feedback and offer support to their staff are more likely to conduct the formal performance review process effectively and without fear. Make sure that managers understand how to conduct two-way feedback and interview sessions, how to observe, understand and translate behavior, and the importance of follow-up on performance commitments.

12. Absenteeism. Absenteeism costs companies more money every year. Provide training to managers on how to discuss and address this issue with staff.

13. Diversity. Understanding diversity and inclusion helps managers get the best from their staff and create a work atmosphere that celebrates people’s talents, recognizes their strengths and promotes cohesive workgroups.

14. Privacy issues. The privacy of personal information is becoming a big concern with the advent of technology. Managers should be aware of the principles of personal information protection and be able to manage information in accordance to and in compliance with privacy legislation.

15. Compensation and benefits. While a manager may have only limited control over the pay and benefits of employees, it is important for them to understand the structure and be able to make links to performance and pay. More importantly, they should be able to establish a clear link between the organization’s goals and the roles of staff.

16. Discipline. Most managers are uncomfortable with this aspect of their job. By understanding the disciplinary process and managers can feel more comfortable with their ability to deal with discipline issues as they arise.

17. Termination. This experience is traumatic for an employee, leading to feelings of failure, fear, disappointment, and, often times, anger. But termination is also difficult for the person who must make the decision. The realization that termination may affect not only the employee but often an entire family can increase the trauma. Not knowing how the terminated employee will react may also create considerable anxiety for the manager who must do the firing. All managers need to have a clear understanding about what constitutes cause for termination and what the procedures are for terminating an employee in your organization. They also need training in how to conduct this delicate task and tools for conducting a termination in the most appropriate manner.

18. Emotional intelligence. Emotional intelligence interwoven into your training session helps your managers use subtle emotional cues to work and communicate more effectively with their team. Tranining in this area increases the ability to act appropriately in the face of daily challenges and has been demonstrated to reduce the costs associated with accidents, grievances, poor interrelations and difficulty with change, as well as improving teamwork, increasing productivity, and increasing retention rates.

By providing your managers with skills and tools in these basic areas, you will prepare them to handle the people aspect of their roles more effectively and efficiently, improve their comfort level with the challenging task of leading people and reduce the costs associated with poor interrelations in the workplace.

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