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Manager Training and Development

In a 2013 national Gallup poll, employee disengagement, the relationship between an organization and its employees, was measured at a staggering 70%; Gallup estimates that these actively disengaged employees cost the U.S. between $450-$550 billion each year in lost productivity and are “likely to steal from their companies, negatively influence their coworkers, miss workdays, and drive customers away.” The survey also stated that the leading factor influencing engagement was an employee’s relationship with his or her own direct manager. 

Yet, another survey stated that 50% of new managers report that they received no training before assuming the role. These employees make critical decisions, yet have not been educated in the most basics of business.  It’s likely that they were promoted into positions of responsibility because of their functional abilities, not their management skills. We don’t allow a new employee to run a machine or to enter data without training; should employees who are new to management be treated any differently?

A supervisor has two employees who perform poorly and are resistant to change. Because he hasn’t been trained in communications or in coaching, rather than dealing with the problem, he complains about them to his peers and just tries to avoid them. Performance doesn’t improve. Why would it?

  • The factory supervisor, who has never been trained in motivation, can make a huge difference in worker productivity if he learns empathy and body language.
  • The accounts receivables manager, who has never learned the steps for effective communication, can improve efficiency if she begins to follow up on her directives.
  • The warehouse manager, who has never learned about managing conflict, can reduce wasted time and stress while building a better team.

These managers can be more productive immediately, with great effect on satisfaction, retention and efficiency.
Similarly, there are measurable results for the company:

  • As managers learn to make better decisions, upper management can focus on more strategic issues
  • More satisfied and confident managers lead to more dedicated and motivated teams
  • Greater bench strength is realized as these managers develop and grow
  • Corporate culture is maintained by promoting from within
  • Expensive turnover is reduced

Marty RogoffMarty Rogoff

Former senior executive and college professor Marty Rogoff works with clients to ensure that everyone from the CEO to the front-line manager has the skills necessary for the organization to grow and change. Through a program of workshops and one-on-one coaching, individual managers become more proactive, employees become more engaged, and teams become more productiveHis articles have been published in Chain Store Age, Currents and the Central Pennsylvania Business Journal.

Marty has over 30 years of experience working for a number of regional and national businesses, with a record of profitability improvement and revenue growth, and direct experience in managing sales, budgets, customer service, distribution, human resources and policy compliance. Additionally, he spent two years as Visiting Professor of Marketing at Philadelphia University and one as Interim Dean of Workforce Development at Harrisburg Area Community College.

As a seasoned consultant and trainer, he combines his years in the business and academic worlds into curricula for the “real world.” Clients for the management development programs have been as diverse as a chain of check cashing and financial services stores, a popular fashion retailer, and an international manufacturer of industrial air conditioners. Managers who have improved their performances range from factory floor supervisors and district managers, to engineers and community center managers.

Marty has a BA in Political Science from the University of Pennsylvania, and an MBA in Management from New York University’s Stern School of Business. He lives in Harrisburg, Pennsylvania.