In order to properly engage employees, companies are looking for insights and personalized training courses that offer a myriad of solutions. Through these courses, employees and leadership garner improved communication and team-building skills to succeed. Learn how our training classes helped our member and client, Bettcher Industries, with talent development and increased productivity and communication.

Key Points:

Client Background: Bettcher Industries has over 400 employees and has been an ERC member for more than 22 years.

Problem: They needed to enhance team cohesion and employee engagement  to improve scalability and growth potential.

Solution:  Participation in training courses that not only provided insights regarding their employee's personalities and skillsets, but also a roadmap to develop those skills and improve collaboration and communication.

" ERC is extremely strong in talent development. With our employees, I think people appreciate our investment in them as leaders and as employees because they had never been invested in by the company beforehand. Learning how to communicate effectively was one of our biggest takeaways. I think communication is so critical throughout the organization, and it gave them a better appreciation about the importance of communication, and how to be more effective." Tom Tomasula, Jr. Chief Human Resources Officer Bettcher Industries

Pinpoint and Develop Employee Skills with ERC

Training and development programs can teach both supervisors and employees new skills or enhance existing skills. ERC develops unique training courses that are customized for organizations to improve skill development and productivity. We also provide data and assessments to understand employees' personality styles and their decision-making processes to maximize their potential.

By utilizing our training courses, Bettcher Industries was able to better develop their teams and as a result, increase trust, mitigate conflict, and improve communication. Furthermore, they were able to utilize NorthCoast 99 data for both internal and recruiting purposes. It not only gave them insights and best practices for the organization, but also valuable marketing materials and branding to help attract senior-level talent, including their current CEO, CFO, and VP of Marketing. They also were able to gain guidance and advice through our HR Help Desk and our knowledgeable and certified HR professionals.

About Bettcher Industries

Bettcher Industries is recognized throughout the world as a leading manufacturer and supplier of food processing equipment. They have introduced successive designs of handheld cutting and trimming tools that are used in thousands of meat, poultry, and seafood processing plants. They also manufacture products used in the foodservice, industrial, and medical sectors.

About ERC

For over 100 years, ERC has provided people data and HR services to help leaders make better decisions. Aside from our virtual and on-demand courses, ERC also offers on-demand HR support, compensation & benefit benchmarking data, in-person instructor-led training, individual and team assessments, and employee engagement services. Please contact us to learn more. 

WRITTEN BY DR. DAVID WATTERSON, FOUNDER OF ERC'S AFFILIATE, WATTERSON & ASSOCIATES, INC.

Soft skills are essential for successful professional development. According to Stanford Research Institute International and the Carnegie Mellon Foundation, 75% of long-term job success depends on soft skills.

Online training and e-learning have become increasingly popular over the past decade. There are a number of advantages when it comes to technology-based training but do they really overshadow the advantages of traditional, classroom-based training?

While the transition to a management position is exciting, it also isn't easy. Whether it is you or a colleague that is taking on this new opportunity, a leadership role puts one in charge of organizational aspects that present new challenges. Avoiding these 4 common new manager mistakes will help new managers successfully transition their relationships, skillset, and role within an organization.

How many employees do your supervisors manage? Has your organization considered the effects of what narrow or wide supervisory and managerial spans of control mean for your employees and the levels of support and empowerment they receive on-the-job?

Have you considered how your decisions regarding the number of levels of reporting in your organization and given to your supervisors and managers influence job satisfaction, communication practices, and your overall organizational culture? The structure of your organization matters for these reasons and more.

Defining span of control

Span of control refers to the number of subordinates that can be managed effectively and efficiently by supervisors or managers in an organization. Typically, it is either narrow or wide resulting in a flatter or more hierarchical organizational structure. Each type has its inherent advantages and disadvantages.

Narrow Span

Wide Span

Optimal span of control

Three or four levels of reporting typically are sufficient for most organizations, while four to five are generally sufficient for all organizations but the largest organizations (Hattrup, 1993). This is consistent with ERC’s survey findings as well. Ideally in an organization, according to modern organizational experts is approximately 15 to 20 subordinates per supervisor or manager. However, some experts with a more traditional focus believe that 5-6 subordinates per supervisor or manager is ideal. In general, however, optimum span of control depends on various factors including:

• Organization size: The size of an organization is a great influencer. Larger organizations tend to have wider spans of control than smaller organizations.
• Nature of an organization: The culture of an organization can influence; a more relaxed, flexible culture is consistent with wider; while a hierarchical culture is consistent with narrow. It is important to consider the current and desired culture of the organization when determining.
• Nature of job: Routine and low complexity jobs/tasks require less supervision than jobs that are inherently complicated, loosely defined and require frequent decision making. Consider wider for jobs requiring less supervision and narrower for more complex and vague jobs.
• Skills and competencies of manager: More experienced supervisors or managers can generally be wider than less experienced supervisors. It’s best to also consider to what degree supervisors and managers are responsible for technical aspects of the job (non-managerial duties).
• Employees skills and abilities: Less experienced employees require more training, direction, and delegation (closer supervision, narrow); whereas more experienced employees requires less training, direction, and delegation (less supervision, wider).
• Type of interaction between supervisors and employees: More frequent interaction/supervision is characteristic of a narrower.  Less interaction, such as supervisors primarily just answering questions and helping solve employee problems, is characteristic of a wider. The type of interaction you want your supervisors and managers to engage in with their employees should be consistent with the control they are given.

In addition, special consideration should be given to the direct reports of executive and senior management levels. Typically, the number of direct reports for these individuals are lower than supervisors and managers as too many direct reports at these levels can complicate communication and lengthen response time for crucial decisions.  

Sources:

• Bell, R. R. & McLaughlin, F. S. (1977). Span of control in organizations. Industrial Management.
• Davison, B. (2003). Management span of control: how wide is too wide? Journal of Business Strategy.
• Gupta, A. (2010). Organization’s size and span of control. Practical Management: Transforming Theories into Practice.
• Hattrup, G. P. (1993). How to establish the proper span of control for managers. Industrial Management.
• Juneja, H. Span of control in an organization.

A new national study of leadership uncovered that many managers and senior managers lack the behaviors required to be good leaders. This calls into question: what if our managers are behaving badly with our employees, and what should we do about it?

We've all had good supervisors and bad ones, and chances are we remember the characteristics of both pretty vividly. The good ones probably stick out as people who have made a positive impact on our work lives and who made us more successful in our careers. The bad ones probably showed us the type of supervisors that we don't want to be and the mistakes we don't want to make.

Every organization faces the challenge of new manager training: transitioning an employee from team player to team leader. This transition from employee to supervisor is one of the hardest an employee must make in their career. After the promotion occurs, what should you do to make sure the transition goes smoothly and that your new supervisor is successful in their new role?

One best practice is to approach the transition like you would on-board a new employee. Would you expect your new employee to learn by trial and error? Probably not. Like a new employee, anticipate that new supervisors need both initial and on-going training and support to perform their new role and responsibilities. Similar to on-boarding, the more you develop your employee upfront, the less redirection is needed later. Here are some suggestions.

1. Clarify expectations and priorities.

Most new supervisors have little clarity regarding what their priorities and expectations should be in their new role and aren't prepared to be effective in their new role. As a first step, spend time discussing their new responsibilities and performance expectations and how these have changed from their previous role.

2. Discuss your organization's management philosophy.

Every organization has management norms and a certain style of leadership that supports its culture, so it's important to discuss with your new supervisor how your organization expects employees to be managed. This helps ensure that employees are supervised consistently throughout the organization.

3. Schedule them for new manager training sooner than later.

Schedule employees for supervisory training as close to the time of promotion as possible or even prior to the transition, particularly for softer skills (i.e. communication, conflict management, etc.). Make sure new supervisors are set-up with the most critical baseline skills they need to be successful on the job. This will minimize common new supervisor mistakes.

4. Brief them on managerial procedures.

Administering a performance review, conducting a write-up, handling employee leave, or dealing with a grievance are just a few of many complicated issues in which your new supervisor has never been exposed. Make sure supervisors are knowledgeable about correct procedures to handle these issues and can access the proper paperwork and guidance.

5. Coach them on critical conversations.

Your supervisor will soon find themselves in tricky situations such as dealing with an underperforming employee, high-performing but dissatisfied employee, employee who comes to work late, or a team that isn't working together. These situations require difficult conversations and often require new manger training. Consider counseling and role-playing with them on the right and wrong things to say in these conversations and how to handle and mitigate common employee problems.

6. Provide time to interact with other managers.

One of the best ways for your new supervisor to learn the ropes of management is to spend time with other experienced managers and excellent leadership role models who can encourage and guide them, listen to their challenges and frustrations, and help them learn through their own experiences.

7. Encourage self-awareness.

It's unlikely that your newly promoted employee has ever considered how their interpersonal style helps or impedes their effectiveness. As soon as they start managing people, however, the quirks of their interpersonal styles (how they deal with conflict, their communication preferences, their personality, etc.) become apparent. Provide tools to help them become more aware of their style and behavior and flex it to meet others' needs and become a more effective manager.

8. Redirect their natural reflexes.

Every new supervisor experiences some natural reflexes—including the urge to do the work themselves and impose their ways of doing things on others without building consensus or asking for input. New supervisors will need to be encouraged to fight their natural reflexes to go back to the tactics that made them successful in their prior role.

9. Suggest resources.

Recommend books, tools, articles, blogs, job aids, and other tools for your new supervisor to access in order to become a better manager. Better yet, create a library of these resources at your organization. This will also help your other managers in their on-going management development.

10. Observe their transition to identify additional areas of development.

In their first few weeks and months on the job, observe how their transition is going. Specific issues to observe may include how much (or little) they are delegating, how they are interacting with their employees, and their team's performance. Talk to the new supervisor and employees on the supervisor's team to gather additional feedback. If you notice issues early on and correct them, it's unlikely that they will escalate.

You can never fully prepare managers for all of the challenges they will face, but by providing training, guidance, and support to supervisors before they hit the front-lines you can set them up to succeed as new leaders.