I have been tasked with developing training for new supervisors. This would start with a classroom module of up to 2 days to cover HRM policies, procedures, and practices. I am looking for ideas about how to make this dry material more interesting. Putting it online is probably too expensive. Examples of best-practice training for new supervisors would be appreciated.

Like any great learning experience, try to make it come alive. Use actual cases, do role plays, encourage conversation. You don't have to put on a fireworks display or perform magic tricks to have a positive 2-day training program. Just make sure not to spend too much time lecturing. Speak when you need to and for the rest of the time let the learn through interaction and sharing. Try to see yourself as the facilitator rather then the trainer/expert.
Just some thoughts.

Group work is your simplest form of keeping this material interesting. As mentioned by Dvsnhd99, it is really just a case of ensuring you do not lecture the group.

Perhaps asking them about their past experiences and relating these to your company would help. Another way would be to create a 'treasure hunt' where they have to go around the building finding out relevant information (a bit cheesy, but it can make learning a bit more interesting).

Also, ensure you provide all the information in a handout or a central resource (doesn't have to be online) as policy and procedure information can easily be missed in a one off training course.

The advice provided is good. A big part of the answer to your question is up to you and your creativity.

Typically, HR policies exist so that a "judge" can "police" a situation. The policy provides the rule that must be adhered to. Situations grow out of control, typically because of the way supervisors manage.

With that said, a bigger concern I have here is how to give the new supervisors the skills to prevent problem occurence in the first place?

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Tim –

I’ve implemented training for new supervisors at three companies, so I can share a few lessons learned with you.

1. Do a needs assessment. Talk to recently promoted supervisors. Where are they struggling? Find out what their days are really like. Talk to supervisors that were promoted 2-3 years ago, and ask what they would have liked to learn. Talk to their managers, their employees, their clients.

2. Notice I haven’t mentioned talking to HR yet. If you let HR define the program, you’ll get a program designed from the eyes of HR, not your supervisors. You’ll end up with two days of HR topics, and it will be even worse if your HR colleagues are allowed to deliver the topics.

I say this with the utmost respect for the HR function. I did an HR tour of duty, and lived to tell about it. The problem is, the kind of things that HR pros do every day (hiring, discipline, EEO issues), supervisors rarely do. And when faced with one of these challenging HR issues – they only need to learn one thing – call HR for help. That’s when they’ll be motivated to pay attention.

3. Once your topics have been determined (based on your needs assessment), you can either purchase off-the shelf content, or design it yourself. If you’re on a shoestring budget (and who isn’t these days), then consider having experienced, credible supervisors or managers help develop and deliver your content. While it may not meet all of the standards of the training profession, I’ve found that this is the kind of information supervisors really want to hear about.

4. As for the mandatory, and important HR topics, do consider delivering them in some other way. Online doesn’t have to be expensive. You can also do conference calls or webinars. Even better, see if HR would be willing to conduct personal onboarding sessions as soon as a supervisor is promoted. It’s a great way for the HR rep to introduce themselves, go over available resources, and answer specific questions that a new supervisor may not ask in a class.

5. Invite 1-2 senior executives to the session to talk about company strategy and answer questions. Supervisors will appreciate the attention and executives often get a lot out of the Q&A sessions.

6. Give them a journal to take notes and reflect. Allow time for journaling after each session and at the end of each day.

Hope this help. Good luck with it!

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