The 90 Days That Decide Whether Supervisor Training Sticks
You picked the new supervisors. You cleared the production schedule. Three months later you're fielding the same escalations and reading the same exit interviews.
A 40 minute working session for HR, talent, and L&D leaders at industrial companies with 500 or more employees.
Free. 40 minutes, with polls and live Q&A. Every attendee gets three one-page tools.
What you're still dealing with three months later
You picked 20 supervisors. You cleared the production schedule, which is the hard part. You paid for the room, the materials, and two days of people off the floor.
They came back Wednesday to the same crew and the same old boss.
Three months on, your desk looks like this:
- A crew that is doing the same things the same way
- Turnover holding steady through the first 90 days after a promotion
- Safety incidents that trace back to unclear expectations
- Conflict and communication problems coming up to HR
A lot of companies decide the program was weak and go shopping for a better one. Usually the content did its job in the room. The 90 days after training are crucial, and something different. We'll talk about the role the supervisors manage in that portion. A lot of them find that out months too late.
We're going to spend 40 minutes on those 90 days.
What it looks like when somebody builds the 90 days
One global equipment manufacturer tracked the reasons people gave for leaving. "Immediate supervisor" came in at number three.
They rebuilt what happens in the 90 days after training. The next time they ran the numbers, immediate supervisor came in at number nine.
You'll walk out with
- What decides whether training changes anything on the floor.
- The job the supervisor's own boss has in this.
- A 90-day plan that runs on the program you already have.
- What to measure at 30, 60, and 90 days, and what to leave alone until month six.
Three things you keep
Every attendee gets all three after the session.
- The 90-Day Plan. Three roles and a calendar, built on whatever program you're running now.
- The 30/60/90 Scorecard. What to look at, and when.
- Ten Questions to Ask of Any Supervisor Program. Use it on us or on anybody else.
This is for you if
Your turnover is concentrated in certain crews and you already know which ones
Issues that belong on the floor keep coming to HR
You run HR, talent, or L&D at a company with 500 or more employees
You promote supervisors off the floor and hope they work it out
Who's running this
Adam Boyd is president of Trinity Training and Development, home of Front Line Leadership.
He coached football before he did this, which is most of what you need to know about how he teaches. Trinity does the blocking and tackling of running people on a floor.
Trinity works with companies that make real things and serve real customers. Manufacturing, distribution, construction, energy.
Bring your numbers
Pick the crew where your turnover runs worse than the rest of the plant. You already know the one.
Bring it with you. We'll use it.