How to Train and Develop Supervisors

Today's first-level supervisors are under pressure. They often work in an environment of rapid change. They must deal with an increasingly diverse work force. They must "empower" these workers to get the best from them. And they must constantly view all efforts through the quality lens. In short, companies must provide excellent training and development to keep supervisors sharp - and to keep the company competitive.
How to Train and Develop Supervisors is an outstanding resource for trainers, other human resources professionals, and managers. Written by Donald L. Kirkpatrick, an internationally renowned training expert, this book provides a complete and pragmatic guide to creating or improving responsive, timely, and effective supervisory training and development programs. The book sets forth a systematic approach, with solid explanations of the concepts, procedures, and techniques that will ensure good programs in organizations of all sizes. It describes how to determine needs for a specific situation, how to set objectives, how to implement a training program, and how to measure achievements.
Following this analysis of each aspect of running a program, How to Train and Develop Supervisors supplies eleven in-depth case studies. These fascinating accounts demonstrate how a variety of organizations run their programs on a daily basis, deal with common (and uncommon) problems, and develop innovative approaches. Examples include comprehensive in-house programs at Deere & Company and General Electric, a management skills class at First Union National Bank of North Carolina, a safety training program at DuPont, and a change management training program at Dana Corporation. The book's advice, examples, and models show how to: develop a systematic and consistent approach to training and development; improve the attitudes, knowledge, and skills of supervisors for greater satisfaction and productivity; make the most of internal and external training programs; conduct effective performance appraisals; select and train new, high-potential supervisors; train supervisors to get improved performance from their people; and evaluate programs.
In addition, the book supplies guidelines, forms to use or adapt, and insightful extracts from the writings of other experts. For example, in a section on "How Adults Learn," the book presents ideas from ten different authorities.
"Top management must provide the climate, environment, and support for supervisors," says Kirkpatrick. "And training professionals must provide the proper programs that teach the knowledge, skills, and attitudes that supervisors must have." How to Train and Develop Supervisors provides a complete and practical launching pad for making sure supervisors get the training they need.