Research
Data on Differing Perceptions of New Managers' Needs
Collecting needs assessment data and using those
data to guide planning decisions for provision of training, mentoring
or coaching, etc. seems like such a "no brainer". However,
great caution is advisable.
- The perceptions of a new manager about their
own needs is just that, only THEIR VIEWS, and those views are
based on a considerable lack of experience and information.
In fact, a key descriptor for new employees of all kinds is
that, "They don't know what they don't know."
- The perception of the new employees' supervisors
seems much better informed, but there too, the view is shaped
by what the supervisor knows and doesn't know. Even though that
may be a much smaller factor for an experienced supervisor,
it still IS a factor, and it produces skewed data.
- Trainers and mentors of new employees may have
only a partial view of what their training participant or protege
really needs, even if that protege is the only person with whom
they are working.
One common research solution for this challenge
is to "triangulate the data" which means to collect
and compare data from at least three sources on the same issue.
Generally, such a process can lead to much more valid and accurate
conclusions and to much better interventions based on those comparisons.
Still, this process requires a level of evaluation and staff development
expertise which many program coordinators, supervisors, trainers
and mentors may not posses. Here is a great example of this challenge.
Research data from a study done at Arizona State
University demonstrates that interpreting employee “needs”
data is a complex undertaking with numerous potential pitfalls.
Refer to the data presented in the chart below. Compare the differing
perceptions of what new managers feel they need regarding their
diverse roles and the views of their supervisors and their trainers.
Then ask yourself, "Whose view of employee needs should guide
our organization's planning?"
If you want to ensure the greatest
impact for your new employee training, mentoring and coaching,
you simply must make planning decisions based on good, triangulated
data, but you also need to utilize an expert like Barry Sweeny
to help you learn how to carefully analyze and interpret those
data. To not use such expert help places at risk the very results
from your efforts at training or mentoring that you seek to create.
Contact Barry for arranging this
kind of assistance.
