Many companies think that the hard part is over after selecting and promoting an employee to a new management position, but many employers are putting their feet up and calling it a day's work too soon.
Only 24 percent of respondents rated their organizations as good when it comes to transitioning new managers, according to an Institute for Corporate Productivity (i4cp) study of 324 employees.
"We hear so much about training and development and the overload of resources that are available, but the experience of the new manager isn't reflecting that, so there's some kind of a disconnect," says Holly Tompson, senior analyst at i4cp.
In fact, many employees feel they are not provided with the right resources for achieving success. Sixty-six percent of employees said that their organizations do not use tools such as 360 degree feedback mechanisms or other performance metrics to gauge the transitional success of new managers.
"These new managers are people who probably have very good intentions and really want to succeed at this point in their careers, and so getting more support in the form of measurement could be very helpful," says Tompson.
Tompson attributes possible causes of managerial lack of involvement to overbooked schedules and assessment costs, though she notes that, in the long term, not evaluating and tracking new managers will mean spending even more time and money amending the situation.
Of the organizations that did use measurement instruments, 75 percent of respondents reported use of a standard company performance appraisal tool, 60 percent reported use of a 360-feedback mechanism, and 40 percent reported use of a personality assessment test or a coaching and mentoring evaluation. Around a quarter or less of respondents reported use of performance metrics, skills gap analyses, or center-based evaluations.
Eighty percent of respondents said these assessments are used for formal development purposes, while 62 percent said they are used for promotion decisions, and 39 percent said they are used for compensation decisions.
Tompson recommends that the best way for companies to change their transitional culture "is through top management starting to value that new transition period in a new manager's career and what happens during that process."
Policies need to be instituted based on what people really need, says Tompson, whether that means having a new manager meet with a mentor or having assessments done on a regular basis. Companies should not just let a supervisor's schedule be the determining factor as to whether or not a recently promoted employee gets help.