How to Include Supervisors in Training

Trainers and supervisors direct employee development.

Staff training programs can vary widely between industries, business entities and position groups. Many trainers seek to include staff supervisors in the training program as a means of introducing potential staff to their direct business leaders and offer opportunities for the early development of working relationships. Unfortunately, many efforts to include supervisors in staff training programs fail to optimize the value of true integration.

Instructions

1. Introduce the supervisors who will lead the staff being trained. While this might sound simple, it is important that trainers manage the introduction closely so trainees who might be unfamiliar with the leadership are not intimidated. Trainers should format the introduction so that it includes the supervisor's business background and a few benign personal facts (hobbies or interests). The trainer can use the introduction to disarm trainees and build confidence in their vocational "fit" in the position for which they're training.

2. Use supervisors to review and provide feedback on the progress of the staff trainees. Whether or not the trainees are new to the business entity, supervisors who are familiar with the position and necessary skill sets can provide valuable information to trainers and trainees on what areas need additional focus. Supervisors can review trainer notes and trainee progress reports, intermittently observe trainee performance within the training environment, and monitor practical application portions (tests or simulations, for example) of the training programs.

3. Assign supervisors as mentors to trainees. With access to expert information from both the trainer and the supervisor, trainees are encouraged to pursue new levels of professional achievement. In addition, the staff will have had a significant opportunity to develop a positive working relationship with their business leadership. The trainer will need to closely evaluate the mentor assignments so that cooperative matches are made. Consider personality compatibility or even consult a human resources professional within the firm for additional guidance.

4. Allow supervisors the ability to coach and counsel trainees who need additional attention, just as they would in the actual work environment. If trainers identify specific weaknesses in staff trainees, they can include supervisors in the counseling of these trainees so they have the benefit of both theoretical and practical perspectives on the training issue. When the trainee is placed in the position after completion of the training program, it is likely these coaching sessions would be one-on-one. However, during training, the supervisor should participate in a cooperative session with the trainer and the trainee. The trainer should provide a specific segment in the coaching session for the supervisor to present his advice and direction.

Tips & Warnings

• Carefully define those areas of the training program where you want supervisors to be included. Trainers should brief the supervisors on their roles and the scope of their involvement so that training is supported without being overwhelming to the trainee.

• There are still cases in smaller companies where supervisors conduct the training. In these instances, the supervisor providing the training should incorporate into the training program other supervisors who trainees might be reporting to.

• Corporate trainers, human resource staff or business leadership can implement these steps for new hires or when training staff for advancement to a new position.

References

• Management Help: "Responsibilities of a Supervisor"
• Training Matters: "Supervisor's Role in Training Is Critical;" July 2001