Induction – your first management job

In an ideal world you will have been on some training in advance of your promotion to your first management job which will at least give you some insights, some tools and techniques and a group of colleagues you can chat through your learning with.  In the real world this training sometimes comes a few years later.

In an ideal world you will find that there is a clear induction programme arranged for you – covering the key areas of your new responsibilities. In the real world this is not always the case.

In the absence of a business induction programme, one of your first management tasks is to take personal responsibility for your own induction, develop a plan, talk to you manager and get his/her input and overall agreement/support and then go for it.

When developing your induction programme think about the new areas to your role and what you need to know to make a success of them.  To give you a start here are a few:

Finance

What will your financial responsibilities be in the new role?  Having identified this, consider how you can become proficient in these areas and understand the company policies and practice. For example:

• Approving staff expenses.  Find the company policy and read this so that you only approve appropriate expenses and know how to do so using the correct forms and system
• Team budget.  Are you responsible for a budget?  If so find out what it is, establish how you get monthly reports and what you have to do to provide monitoring information
• Annual budget process.  Establish the company timetable so that you are prepared and ready to provide the necessary information at the right time
• Work shadow.  Ask another colleague if you can join them at their budget planning meeting with finance so that you can learn the ropes.

Human Resources

You now have responsibility for people so need to ensure that you are fully up to speed with the relevant HR policies and processes as well as the annual calendar of events.  Some areas to consider include:

• Recruitment, Promotion and Induction – what is the approval process, what authority do you have to recruit, what induction programmes are in place for new hires, what is the company policy on promotions
• Performance Management.  Find out the policy, ensure you have the key dates in your diary.  Set up regular one to ones with staff and ensure that you have a formal appraisal at least once a year (or more if this fits with company policy). 
• Managing your team – ensure that each team member has a job description or role profile and also some key objectives.  Individuals who know what is expected of them tend to perform better than those that do not
• HR practice – find out any key areas of people management that you have responsibility for.  Including holiday approval and recording, overtime, sickness, absence etc.  Ensure you are fully up to speed with the company policies so that you can manage staff fairly and in line with the company practice and their contracts
• Reward and recognition.  Establish your role in determining each of your team member’s pay including the company approach to bonuses and non financial reward/recognition.

Job/Business knowledge is another important area of your induction.  Think about what you know about the business and what more you need to know now that you have management responsibilities and a team.  Some areas to consider:

• Business’ strategy – what is this?  Are there company goals and values. 
• Business Metrics.  How is business success measured – is this purely financial or is a more balanced approach taken.  What are the measures.  How can you contribute to them?
• Products and Markets.  What are the various products and market that your company operates in?
• Business Performance.  How successful is the company – is profitability going up or down – looking at the last few years report and accounts can help you here
• Organisation structure.  How is the business organised.  Do you know the names of the Board members and other directors.