Once an employee has mastered the skills necessary to perform their job well, it may be time to start talking about the next steps in their career and their future in your organization. In many companies, this means a promotion is in order. While it’s important to recognize strong performance,促销并不总是最好的主意;管理层是一个独特的技能，为自己设置，强大的工作表现不是作为领导者未来成功的可靠指标。
It can be challenging for a new manager to pull back from handling detailed work and move into managing people. Whether it stems from old work habits or a desire to prove their value in their new role, the temptation to micromanage employee performance may be especially strong in the first few months. That’s why it’s so important for new managers to have support and access to training from other supervisors and HR.
If possible, give new managers access to training materials and resources that can help them find their own personal style of offering constructive feedback. A few coaching conversations with fellow supervisors may also be useful; hearing about how other leaders learned to offer constructive feedback can be inspiring, and may help them navigate this change more gracefully.
It’s especially important for new managers to have a good idea of what’s realistic when making promises to their reports. Not following through on commitments is a surefire way to damage morale and trust in this new relationship.
As an HR manager or fellow company leader, this is another area where your experience may be useful to new managers. Try to avoid placing additional requirements on new leaders for the first few weeks while they get a handle on how to motivate and direct their teams. If you see them overextending themselves by volunteering to take on extra tasks, try to rein them in so they don’t burn themselves out immediately.
What they don’t know能够hurt you
In an ideal world, your company culture is understanding of new managers as they learn to navigate a leadership position and experiment with management styles. These are certainly tough lessons to master, and there is bound to be some awkwardness. When it comes to compliance with laws and regulations, however, there is very little room for a misstep.
That’s why it’s imperative that from day one, new managers know how to comply with all local, state, and federal employment laws. As an HR leader, your biggest responsibility—to the company and to your new managers—is ensuring they don’t make any errors that put the company in a risky position. The courts will not give your organization a pass when mistakes are made by an inexperienced manager.
组装资源有关每一个适用的规定，并在其新作用的第一天或之前与新推动的经理进行严重培训对话。通过所有的INS和出局ACA,FLSA.,FMLA, and other relevant employment laws, along with a refresher course on your company’ssexual harassment policies。包括什么和不构成完全遵守的例子。测验它们（口头或纸上），以确保他们了解其新职责的要求和重力。在保护公司免受责任和丑闻方面，没有太谨慎的东西。
While the first few months on the job are certainly bound to be the most fraught with error and fumbling, a new manager will likely still feel uncertain of their performance for a long time. As new challenges arise, it’s important for them to feel supported by HR staff and more experienced managers.
This will take different forms depending on the culture of the company. It may look like targeted leadership trainings or occasional informal lunches between managers so they can share their challenges. HR managers may also consider部署一个辅导计划to help new managers navigate the first year or so in their new roles. However it works best in your company, it’s important for HR to keep the door open for all employees—especially those in a period of uncertainty—to come access resources that will help them succeed.