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NewsDay

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Are you fulfilling your training and development role as a manager?

Opinion & Analysis
The role of the line manager in training cannot be over emphasised, but most of the line managers seem not to be aware of this crucial role which they play. Many a time line managers have asked the training officer about what courses they have in place for them as if the training department is […]

The role of the line manager in training cannot be over emphasised, but most of the line managers seem not to be aware of this crucial role which they play. Many a time line managers have asked the training officer about what courses they have in place for them as if the training department is solely responsible of the training function. This article seeks to highlight the central role played by the line manager in training.

The potential advantages of line manager involvement in learning and development have long been recognised. They are in a unique position to reinforce learning from management training or other forms of development, by integrating them into an employee’s working life and promoting a positive approach to these types of activities.

How then should a line manager be involved in their staff’s training and development?

The first area of involvement is for the line manager to set clear expectations with their staff, both in terms of what they need to deliver (job responsibilities, targets etc) and how they are expected to deliver these things (approach, behaviour at work, etc). In this case the line manger has to sit down with his/her subordinate so as to agree on key result areas as well as the expected outcome. This will assist the line manager in assessing the areas that require training if targets are to be met timeously.

Another area of involvement is conducting performance appraisals and agreeing personal development plans, ie measuring the “gap” between what an individual delivers (and how they do it) and what is needed. In this case there is need for the line manager to involve the subordinate during the process of developing personal development plans that capture the real needs of the subordinate. This makes it easy for the line manager to monitor the performance of their subordinates as well as provide the necessary assistance when necessary. So in agreeing personal development plans line managers should not just ask “What are this person’s weaknesses?” but should also ask “Where will learning and development add the greatest value to their performance?”

Line managers should understand the breadth of learning and development interventions that are available to them. When there is a performance discrepancy identified, the line manager must avoid the tendency to get an off-the-shelf course to try and remedy the problem. There is need to seriously consider other interventions that can assist the subordinate which are job-related.

Line managers should also take on more of a coaching role with their staff. Significant relationships exist between the effective provision of coaching and guidance by the line manager and levels of employee satisfaction, commitment and motivation. For the line manager to succeed in performing the coaching role, he/she must be knowledgeable of the job. This calls for the line manager to be involved with what the subordinates are doing rather than merely playing the role of a mere observer.

Finally, to be truly effective line managers need to understand their role as a “sponsor” of an individual’s or team’s learning and development. For example, it sends completely the wrong message to someone if a manager asks them to attend a training course, but then prevents them from attending some or all of it.

The line manager has the desire to invest time, energy and enthusiasm in the development of their subordinates. This entails that they must be willing to let go of their subordinates if they are to attend a training course. As a line manager support the initiative of your subordinate so as to ensure maximum co-operation from them when it comes to training. There is also need for you to demonstrate public commitment to training and development by “walking the talk”. Does the subordinate see the desire to support training and development in you in order for them to value training. Finally, recognise success. This could be in the form of re-grading, promotion or simply a letter of commendation that will be put in the subordinate’s personal file.

Too often training and development is the province of the training department but by becoming more involved in their managers training and development, line management will have a greater impact on their team’s performance and capability, which will ultimately impact the performance of their organisation.

Paul Nyausaru is a human resources practitioner. He can be contacted on email [email protected], [email protected]. Views contained in this article are personal.