人力资源与工资博客

4 mistakes new managers make + how HR can help

May 8, 2018 10:00:00 AM / byJohn Duval

4谬误 - 新经理 - 制作

在任何角色中,前几周是一个尴尬的经历和新手错误的虚拟雷区。这不一定是坏事;我们中的大多数人都会从犯错误(或理想情况下,从我们面前的其他人中犯错误)。然而,耐心和适当的教练,这个初始时期最终应该让位于成功的工作表现。

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。

尽管如此,在促销是高性能员工的职业生涯的逻辑下一步时,还有一些情况。如果员工展示了有效和及时的沟通,激励他们的同事,并立即处理多个正在进行的项目,管理立场可能是自然的。

但是,第一次将企业阶梯向管理职位转移到管理职位上,在任何角色中最初几周的错误和不舒服的相互作用的可能性相同。即使他们的气质地适合领导​​地位,新铸造的经理也需要每比特,以尽可能多地支持作为全新的员工​​ - 如果不是更多的话。

这是因为新经理制造的错误的股票高于新的个人贡献者所做的赌注。人力资源管理人员和企业领导人在其上次培训和支持经理的作用中的第一个几个月可能导致生产力和士气降低,并可以使公司提高责任。

Here are some common mistakes to look out for in new managers, and some pointers on how HR managers or company leadership can help prevent them:

过于专注于细节而不是大目标

对于个人贡献者在其工作中取得成功,对他们对所有有助于他们提供强烈表现的许多任务的粒度理解至关重要。虽然重要的是对他们的报告负责,但管理人员不一定必须保持相同的细节水平。事实上,经理的工作应该是将大局传达给他们管理的人,并消除任何障碍到达那里的障碍。他们需要能够激励和赋予员工在没有陷入细节的情况下进行工作。

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.

作为一个人力资源经理,考虑促进新经理的指导机会,以便他们可以从更多经验丰富的领导者的管理方式中学到。务必在他们的前几个月内办理工作,并在通过学习完全新的工作技能的挫败感和尴尬的挫折和尴尬时提供支持。

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太害怕提供反馈

准确和有用的反馈是经理最重要的责任之一。就像几乎所有管理人员的其他部分一样,这是一个学到的技能。作为个体贡献者,员工需要能够吸收和整合管理反馈以改善其工作表现。成为负责观察员工业绩和产生有用反馈的人是许多人的艰难过渡。

每个经理都必须制定自己的方式提供建设性反馈。找到一种方法来以一种激励而不是demoralize来提供此信息可能是一个棘手的平衡行为。但作为人力资源经理,您定期与员工绩效数据进行互动,并且在这方面唯一适合提供支持。

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.

说“是”太多了

当员工被委托有管理团队的责任时,可以理解他们希望尽早证明自己。但是,几乎保证了一个太多的任务,即新的经理对他们中的任何一个人都不会很好,这种倾向可能会损害他们对脆弱时刻的信心。

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。

支持超越早期阶段

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.

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