How Can We Better Prepare Newly Promoted IT Leaders for Success? Seeking Training Ideas

Dear Members,

We have all been through situations where an individual is exceptionally good in his/her current role, and by assessing their performance during the appraisal, we promote them to the next cadre, expecting them to perform with the same potential.

However, most of the time, we notice that the performance of the promoted employees declines, and they do not meet the expected levels. Upon analysis, we realize that it is not the promoted employees who should be blamed, but rather the management.

While we anticipate the best performance from employees in their elevated positions, we often neglect to provide them with necessary information or training to excel in their new roles.

With this in mind, as a Training Manager, I have suggested to my organization that we initiate training sessions for these employees and for those aspiring to become Team Leaders and Managers. Could you kindly suggest some effective training sessions that can instill responsibility and awareness of expectations? It is an IT company that I am referring to.

I welcome suggestions and comments on how to develop these employees, considering current training trends.

Looking forward to your responses.

You can also contact me via email; my email address is mohammed.azmath@yahoo.co.in.

Regards,

Mohammed Azmath

Dear Azmath,

Your post expresses a genuine concern that I personally had when I was promoted. I did realize that I was weak in managing my time, which is one very important factor when it comes to handling more responsibilities and roles.

In my humble opinion, time management is one of the most important topics that newly promoted individuals require training on. It is one of those skills that are highly desired yet seldom mastered. Therefore, formal training on this subject might be very beneficial.

I also feel that in addition to time management, a leadership workshop should focus on inculcating habits that would help build healthy leaders and alleviate any tensions within the team.

My two cents.

PL&E

THE BPO MANAGEMENT / LEADERSHIP TRAINING

SHOULD BE OF TWO PARTS.

1.INTERNAL OPERATION.

-this is critical as the individuals come from ''operator'' to

''leadership'' position, often see/feel the tree but do not

see/feel the wood. Hence , a program should give an overview

of the total operation.

2. PEOPLE MANAGEMENT SKILLS.

-this is critical for management of people, working for them.

ESSENTIAL SKILLS FOR BPO CENTER MANAGEMENT

THIS PROGRAM IS APPLICABLE FOR ANY TYPE OF

BPO OPERATION - call centers/ loans servicing/customer servicing etc.

This PROGRAM will enable individuals to:

Plan and manage BPO center resources

Handle a growing variety of customer contacts

Effectively use reports and measurements

Establish and meet performance objectives

Win top management's support

=======================================

An Inside Look at the BPO CENTRE Profession

How skills and knowledge are developing

How the best call centers operate

Understanding the Driving Forces of Incoming Call Centers

How random and peaked call arrival effects staffing decisions

How callers feel about waiting in the queue

How callers react to waiting, busy signals, and IVR's

Abandonment

Establishing an Effective Planning Process

The 7 inter-related planning steps

Forecasting call load

Calculating base staff

Calculating trunks and system resources

Calculating shrinkage

Organizing schedules

Calculating costs

Developing a proven planning process

Understanding Service Level

Service level: tying the resources you need to the results you want

How quality and service level are inter-related

Choosing a service level objective that is right for you

Acquiring the Data You Need

Sources of call center management data

Avoiding "info-glut": determining what's relevant

Forecasting the Calling Load

The difference between call volume and call load

Long and short-term forecasting methods

Blending in judgment: how politics, personalities, and organizational realities influence forecasting

Avoiding the ten common forecasting mistakes

How call center size effects your tolerance for inaccuracies

Staffing the Right Way

Defining answer groups

The capabilities of Erlang C and computer simulation

Staffing for e-mail, networks, skill-based routing, long calls, and blended environments

Indispensable Calculations and Projections

Base staff and trunks required

Occupancy and adherence to schedule

What you can expect with the staff you have

Anticipating growth

Factoring in non-phone activities

The impact of skills-based routing

The Implications of The "Immutable Laws"

Service level versus occupancy

The powerful pooling principle

Staff versus trunks and network costs

The dynamics of group size

The law of diminishing returns

Organizing Effective Schedules

The alternatives available

Preparing for exceptions

Getting buy-in from staff

Schedule adherence - without autocracy

Cultivating Collaboration and Buy-In Throughout

Why and how agents should be involved in the planning process

Making a case to senior management

Coordinating with other departments

Real-Time Management

The information to watch

The "where is everybody?" issue

Understanding caller behavior

Identifying feasible real-time actions

Utilizing real-time strategies appropriately

Performance Measurements

Why this is such a "hot topic"

How your "actions" may be conflicting with your objectives

What to measure - individuals

What to measure - the call center as a whole

Getting the information you need

Effective monitoring and coaching

Improving Quality and Efficiency

Service level with quality

Beyond platitudes - improving the process

Ten assignments that will yield proven results

The structure of your call center

Leading Practices and Your Professional Development

Characteristics of leading call centers

Your professional career path and development

Action Plan

=================================================

================================================== ===========

People Management Skills Program

Subject Overview

1. Understanding the critical difference.

What is it?

Being clerical staff.

Being a supervisor / manager /team leader

--------------------------------------------------------------------------

2. Understanding your staff ‑ as individuals.

The "why" of behaviour

Relationship of motivation to performance.

Managing motivation.

Individual behaviour

•Perception.

•Factors affecting the perceptual processes.

•Attitude.

*Sources of attitude.

--------------------------------------------------------------------

3. Understanding the leadership and the influence.

How do I direct the staff

Leadership identified.

Determinants of leadership. person factor. position factor. situation factor. ffective leadership behaviour

-------------------------------------------------------------------------

4.Managing by situational leadership influence.

Your leadership styles. Personal and individual factors. Situational factors. Assessing the various situations. Developing and adapting appropriate styles for effectiveness. Understanding staff readiness.

---------------------------------------------------------------------------

5.Supervisory/ managerial Relationships

Working with win‑win intent. Creating positive attitude. Relating with the subordinates. Developing empathy and credibility. Your personal touch on the job. Developing staff participation.

----------------------------------------------------------------------------------

6.Knowing your work group and how it operates.

How to analyse the group. How to observe behaviour patterns. Getting to know about attitudes and beliefs. Group motivation to work. Group control and discipline. Recognising group needs in work assignments and changes. How to get the results you want through groups.

------------------------------------------------------------------------------------------

7. Analysing the subordinate's job.

What is a good job. What do you need to manage a team. Analysing the job. Developing the job profile. Developing the job specification and standards.

---------------------------------------------------------

8. Selection process.

Why improve the selection process. Job requirements and qualifications. Preparation for selection. Areas of probing. Planning for the interview. Conducting the interview. Rating the evaluation.

-------------------------------------------------------

9. Setting objectives.

Managing by objectives. Steps in managing by objectives. Establishing objectives. Developing measurable objectives. Written "objectives" statements. Conducting the objective setting interview.

-----------------------------------------------------------

10.Performance review and development plan.

Preparing for the interview. Importance of advance planning ‑ know you staffs performance ‑ positive feedback ‑ managing negative feedback. Causes of performance problems. Analysing performance problems and critical incidents. Conducting the development interview. Using probing questions. Handling the fear of change. Managing conflicts. Developing and negotiating a development plan.

----------------------------------------------------------------------------------

11.After performance review meeting.

Coaching for improved performance. Mentoring.

--------------------------------------------------------------------

12.Staff counselling and problem solving.

------------------------------------------------------------

13. Managing problem employees.

*Behaviours and intervention strategies.

-----------------------------------------------------------------

14. Motivating people through supporting communication.

*Praise. Positive reinforcement. Continuous feedback. Empowerment ‑ to spark exceptional performance. Enabling ‑ to bring out the best.

------------------------------------------------------------

15. Managing the change.

Changes in market, methods and organisation. Resistance to change. How to initiate change. Managers' roles in change. Communication in change.

------------------------------------------------------------

16.Managing by exception ‑ techniques.

--------------------------------------------------------------------

17. Managing diversity

--------------------------------------------------------

18. Assertiveness.

-------------------------------------------------------------

19. Delegation

-------------------------------------------------------------



20.Problem solving.

Defining the problem. Gather the facts and make assumptions relevant to the problem. Compare the positive factors and the negative factors. Decide the cause of the problem. Develop several solutions. Select and put the most practical solution into effect. Monitor the effectiveness of the solution.

-----------------------------------------------------------------------

21.Managing conflicts.

•Modes of dealing with conflicts.

•Steps in dealing with conflicts.

•Conflict resolution.



*Outcome of conflicts.

--------------------------------------------------------------------------

22.Training and coaching on the job.

Training and coaching. Building an understanding climate. Handling mistakes. Preventing mistakes. Discipline. How to induct and employee.

------------------------------------------------------------------------------------

23.Counselling.

*Understanding self ‑ concept.

•You, as a counsellor.

•Coaching for improved performance.

•Counselling ‑ face to face discussion.

----------------------------------------------------------------------------------

APPROACH TO THE TRAINING/ DEVELOPMENT PROCESS

OF THE TEAM LEADERS.

Learning Techniques Include:

Workshop activities

Problem solving exercises

Training videos

Case discussions/presentations

Role plays

Simulations

On the job real life exercises during the phases

Of the program.

regards

LEO LINGHAM

Dear Friends,

Thank you very much for all your valuable inputs, and I'll try to further work on it going ahead. It would really be helpful if anyone can provide me with some material with reference to the topics that have been mentioned. Expecting a reply for this as well.

Regards,
Mohammed Azmath

Vicki's approach is excellent.

Specific training sessions could also include:

- Effective Communication - particularly if interaction with others is likely to increase
- Effective Leadership and Team Building Skills
- Stress and Time Management (both are interlinked) - very important
- General Management Skills - such as Perception & Attitudes, the Pygmalion Factor, the Johari Window, Covey's Habits, etc., depending upon the requirements of the positions the employees are promoted to.

Jeroo

The Question is not “What Training Should be Provided” The Question is “How Should it be Delivered”

First of all the training Program Needs to be Designed around the JD (Job Description) of the Employee so that they* Completely understand and Relate and are open / Resistive to the training.

The Content as mentioned above by Vicki and Jeroo Would be Perfect!

But At the same time to elaborate.

Communication Skills: Business Communication, Grammatical Correctness*, Listening Skills, Feedback Methodology, Political Correctness

Etiquette Training Workshop: Telephone Etiquette, Email Etiquette, Conference calls, if required, Dining Etiquette.

Handouts on Personal Grooming, Hygiene etc ( Sounds weird but People need It)

General Management Skills as mentioned above.

At the same time Technology Tools Empowerment, Ex If the Job would Involve Reporting, Not Just Train the employee on MS office Package but also tell them How Creative they could be with the Reports (Has worked for me, and You would be surprised by the results)

Bottom Line, An Employee Promoted to a Team Leader or Assistant manager Needs Support, and By training them* you are Not only helping them* Perform better, but also Mentally Conditioning them to take the New Responsibility and Know What to do and not get lost

(This Cuts down on the Groupism and Unnecessary Bi-Products of it ; “I don't know what to do” Factor Which results in they finding a Leader / Instructor which in turn results in what we call Office Politics)

Training may Just Not be Just the Solution But "Empowerment" through Training Is.

Regards,

Akshay.