Q: In our manufacturing operation, we like to promote from within for first-line supervision. The best equipment operators are the ones who expect to be promoted, but we’ve found that they are not always the best supervisors. How might we address this? ACE Advises: While it can be a very positive business practice to promote […]
Q: In our manufacturing operation, we like to promote from within for first-line supervision. The best equipment operators are the ones who expect to be promoted, but we’ve found that they are not always the best supervisors. How might we address this?
ACE Advises: While it can be a very positive business practice to promote from within, it can lead to a “double negative” if the right expectations, training, skills and qualifications are not in place:
- You lose the contribution of the skilled performer.
- You create an ineffective supervisor or manager
First-line supervisors, and all managers, need to be skilled in multiple areas, such as:
- Interpersonal communications
- Giving and receiving feedback
- Setting goals and performance expectations
- Resolving differences
- Coaching and building skills in others
- Communicating overall business strategy and priorities
A clearly established set of criteria and basic expectations should determine who will be considered for promotion to supervision. Candidates should be given training in these areas, including overall leadership.
Ideally, candidates for promotion have an opportunity to participate in a facilitated assessment center process where candidates work together on various real business and supervisory situations. Interactions are observed and evaluated as part of the consideration for promotion.
This sort of preparation and development of supervisors is an essential investment in quality supervision and, ultimately, the company’s performance.
Reach John Shorb, principal consultant with the Delphi Group, at jshorb@thedelphigroup.com.
