Typically organisations promote high performing hourly employees into supervising positions. Companies then assume the same skills that made an employee a great worker will make them a good supervisor. Companies are then surprised when the person fails in their new position. Embrace existing supervisory training in South Africa will go a long way in delivering results to organisations.
At the emotional level, managers need to master their own moods and act as emotional magnets, drawing people towards them. They can do this by learning how to be more optimistic, developing their personal resiliency and expressing genuine happiness at work. Who wants a manager that is moody and on some days is not approachable because of their attitude. Yet it has been showed that joy is the least expressed emotion at work.
At the hands-on level, managers need to get out of the office and talk to their staff. Conversations are the path through which managers show appreciation, correct little problems before they become big ones, and draw out employee’s inner resources. Sadly, research shows that many managers fail to hold such one-on-one conversations or at the very least, fail to hold them well. Therefore, if staff retention is a hot issue for you, it makes sense to invest in training managers, with a particular focus on the role emotion and conversation play in effective leadership.
Many industrial psychologists believe that failure to train staff members increases the likelihood that they will seek employment elsewhere. Other important aspects of training in South Africa include:
• Failure to train new supervisors in the principles of management and leadership often results in worker dissatisfaction. Employees look up to managers so if they cannot trust and respect their managers they will properly be dissatisfied and look for other employment.
• Flawed orientation-training programs cause new hires to feel frustrated and ill at ease on the job. First impression count in new organisations. If employees do not feel wanted they will become dissatisfied.
• Lack of training to promote career development encourages ambitious employees to find new employers who will provide such educational opportunities. If companies do not provide the means for employees to grow they will properly work to the highest point that they can reach at the company and then start looking for other ways to grow. This might mean looking at other companies.
The following statements support the belief that training in South Africa is, indeed, likely to improve worker retention.
• Successful and comprehensive training in South Africa provides experiences that allow employees to realise accomplishment early on in their careers, resulting in improved self-esteem and, as a result, improved employee retention in organisations. Note: The most successful training will be that which is given during the orientation of new employees since this is when employees are most receptive to learning new things as they want to prove to the organisation, that is was worth hiring them.
• Training in participative management, empowerment, and self-directed teams produces significantly increased job satisfaction. People who become members of semi-autonomous work teams are more resistant to turnover. (Keep in mind, however, that when such programs are first introduced, turnover may increase for a short time since some employees thrive only in paternalistic organizations and therefore will be unwilling or unable to accept more responsibility.)
Options for Training and Education for Employees