Many companies believe in promotion from within and I am in full agreement with this type of policy.

If a company acquires a new software package the users, the individuals who must input the data, manipulate the many options that the new package offers will usually receive some sort of training on the product, if it is not formal training there will, at the very minimum be a user manual and a help desk program of some sort.

If a company acquires a new piece of production machinery the people who are to use it will receive training on how to use it safely and efficiently. If you buy a new postage meter for the company, the salesperson will give the operator a training course.

Why does a company train the staff that will use the new system or product? It’s reasonably obvious, the product was purchased to increase efficiency within the business, it was an investment and the company expects to get a return on their investment. If the users are not knowledgeable about the functionality of the new whatever, the efficiency will not be achieved and the investment will have been a waste.

If a company has a new hire, the company will supply them with the tools to do their job. A secretary will get a desk, chair and a computer. A service man will be provided with the necessary tools, equipment and manuals needed to repair the product.

When a person is promoted from within, the company is making an investment in their business. So why is it that so many companies, when promoting from within, do not provide the promoted individual with any training so that they can efficiently handle their new tasks? An individual can be exceptional at the job that they currently do, but if this is the first time that they are being placed into a management role, they need some additional tools in order to handle their new position effectively and I don’t mean computers, desks, chairs or that there may be an need for function specific training requirements, how a piece of software or a machine works, as most companies will usually take care of this in some method, be it formal training or informal “someone will show you how it works”.

The three key areas of training that are needed for every new manager are:

1. Time management – most managers have very poor time management abilities and for someone that is new to management setting priorities and managing the time available during any day can be a daunting task.

2. Delegating authority and responsibility – the ability to delegate comes naturally to some individuals for others it can be a very difficult task. A new manager wants to prove that they deserved the promotion and want everything to be perfect, hence some will believe that they must do everything required of the new position themselves.

3. Managing subordinates – there are three aspects to this heading. The first is the day to day requirement of structuring the people who report to the new manager. Their new responsibilities for items such as performance reviews and granting vacation days. The second is the legal issues and implications of what can and cannot be said and how to document the problems that a manager may be experiencing with an employee. The third and a very important area is the motivation of subordinates.

Companies that do not provide new managers with “management training” are not getting the best value from their promotion investment. Even worse, they may be jeopardizing the businesses ability to function.

If a company wants to get the best return on their employee investment then they must give the employees the necessary tools to do their job.