New managers are typically hired in one of two ways: externally or through the promotion of a high-performing employee. In the first case, you likely have a new manager who has management experience and leadership skills, but may not be familiar with your organization or even with your industry. In the second case, you may have someone who is familiar with your organization, but doesn’t know how to lead and develop others.

So, how can you create a training program that addresses both organizational challenges for the first group, and leadership and management skills for the second group? This article will review best practices to developing a well-rounded onboarding program for new managers.

How to Create a New Manager Training Program

1. Start with the foundation.

An introduction to your company, values, mission, vision and structure can help both groups. You might argue that a promoted employee is already familiar with these. However, the employee has probably been confined to one role with specific tasks and duties, and does not have the knowledge necessary within the context of their new role. For example, is the promoted employee familiar with the job descriptions and performance factors associated with their new direct reports? Are they familiar with the organization’s employment policies outlined in your handbook? The organizational chart? Reporting and financials? Probably not. The newly-promoted manager and the externally-hired manager can both benefit from training and information in these areas. Providing organizational information and resources (or a way to access resources) is an important first step in introducing a new manager to your company.

2. Go beyond task-oriented skills.

Designing a training program for a specific role typically involves teaching and reinforcing key tasks and skills. For example, a call center representative’s training might cover software usage, customer service techniques, telephone etiquette, and a defined set of tasks. However, onboarding new managers requires a different approach. Unlike task-oriented roles, managers focus on decision-making and people development. Can someone be taught to make effective decisions and lead others within your company? With the right resources, tools, opportunities for practice, and space to learn from mistakes, the answer is yes.

3. Repurpose LMS training courses.

Utilize your existing learning management system and training for soft skills such as time management, coaching others, communication, and the like. Most LMS’s have these types of courses readily available. You don’t need to write a new program or reinvent the wheel when it comes to soft skills. Meet with the new manager’s direct supervisor to understand the performance goals and measurements for the manager’s role. Make sure their supervisor is on board with training and is familiar with the training program before-hand. A good rule-of-thumb is for every supervisor to take the training required of their direct-reports prior to onboarding so they know what their employee is learning. Ask them for input so they are invested in the training program for their direct report.

4. Include compliance and regulatory training.

In every industry and within every organization, there are regulations, laws, internal policies and employee standards with which to comply. Deep knowledge of these and where to find resources will help the new manager to make decisions within your organization’s compliance requirements. Including internal and external resources to help the new manager navigate regulatory requirements and internal policies will aid in decision-making, supporting staff and answering questions.

5. Leverage senior management for coaching/mentoring.

Rely on tenured managers and department heads to introduce themselves, provide mentorship and offer insights for the new manager. Obstacles for new managers can often include not knowing who does what or who to go to for support. When other managers introduce themselves and explain their responsibilities, it gives the new manager a chance to familiarize themselves with the current management team as colleagues, while also gaining valuable insights into each manager’s role and responsibilities. Create opportunities for the new manager to interview the current management team. Asking questions like: Tell me about a mistake you’ve made, how do you manage your time, and tell me one thing you wish you knew as a first-time manager, can give the new manager insight into their new responsibilities. It may be helpful to provide a list of questions for the new manager and encourage them to have their own.

Now that the new manager has a clear understanding of your company’s organizational structure, people, resources, policies and goals, they will have a better grasp of their department’s objectives and responsibilities. At this stage, their direct supervisor or department head should play an active role in, or even lead, the training process. They might find it more rewarding to teach their new manager now that the foundational training has already been established.

6. Create opportunities for practice.

Remember the 70-20-10 rule that refers to how learners obtain the information needed to be successful; 70% from on-the-job, 20% from social interactions, and 10% from instructor-led training. Incorporating all of these training channels into the program can help prepare the new manager for success. Create opportunities to practice what they have learned by including follow-up or reflection questions about what they think they would do given a certain situation. For example, after a lesson on feedback and conducting performance reviews, you might have them answer questions like:

• How often will I schedule one on ones with my staff?
• Where can I find the template for performance reviews?
• How often do we do performance reviews and when are they due?

They should be able to find the answers to these questions independently once they have access to the necessary resources. This approach will help them retain the information, and knowing how to use the resources will allow them to easily reference them in the future. Build practice into the training. Instead of their manager simply telling them how to pull reports, build questions about analyzing reports they are responsible for. Ask their supervisor to give you some information on what data is most important to create analysis questions. For example, after a lesson on pulling customer service reports for a call center, have them answer questions like:

• What were our busiest hours for phone calls last month?
• How many phone calls do we get on average each week?
• What is the average ring time for our call center?

It might be tempting to skip certain learning modules, especially if you have a manager who has prior management experience or if your promoted employee is already familiar with the software. However, this is a mistake you should avoid. Even experienced managers can benefit from going through the full training program. Each organization has its own unique systems, processes and culture that may differ from what they are used to. Skipping parts of the training can lead to gaps in their understanding, leaving them unprepared for specific aspects of their new role.

Conclusion

Creating a comprehensive training program for new managers, whether externally hired or promoted from within, requires a blend of organizational knowledge and leadership development. By laying a strong foundation in company structure, policies, and goals, while incorporating training in key leadership and soft skills, you can effectively equip managers to succeed.

Utilizing your existing resources, encouraging collaboration with tenured managers, and allowing opportunities for hands-on practice and real-world application will ensure that your new managers are prepared to make informed decisions and lead their teams with confidence. By integrating various learning methods — on-the-job experience, social interactions, and structured training — you can set up new managers for long-term success within your organization.