Enterprise Software

Foundations of Personnel Management: Professional development

Part one covered <a target='_blank'href='http://www.techrepublic.com/5100-10878_11-6096663.html'>interviewing and hiring</a>, part two discussed <a target='_blank'href='http://www.techrepublic.com/5100-10878_11-6096678.html'>employee performance management</a>, and part three examined <a target='_blank'href='http://www.techrepublic.com/5100-10878_11-6097076.html'>personnel issues</a>. In the final installment of this four-part series, we'll explore two aspects of professional development for the IT manager. Topics include how to make a smooth transition from staff member to manager, and how to continue to hone your management skills.

Exceptional employees are often "rewarded" for their good work by being promoted to management. At first glance, being a manager looks like an easy job—after all, it merely involves standing guard while others do the actual work, right? But for anyone who's been dropped into a manager position without proper training, it's not that easy.

Making the transition

A manager who rises through the ranks can face some unique obstacles to success. Former peers often resist your new "power" and can make the adjustment tough. In the article, "New manager has to deal with complaints from his former peers," we chronicle one IT pro's experience with leading former peers and present recommended steps to overcome this obstacle.

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If you're a first-time manager, here are resources that will help you move into your new roles with ease:

Keeping your skills sharp

Management is an ongoing learning experience. Personnel issues will change and new problems will crop up nearly every day. This section of the lesson pertains to keeping yourself in first-rate managerial shape, with tips on avoiding common management missteps and specific suggestions for management success.

Test your management knowledge

See how much you've learned from your own experience and from the resources in this lesson by taking our three management quizzes.

For a comprehensive list of resources on professional development, see page two.


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I have no problem with new managers, or team leads and LOD's, as we call them. Its the fact that they have little to no training, as the rest of the staff. But as the holidays are coming fast, we have been hiring lots of people. Young team leads and LODs that want to change the company and not really follow the rules. They want to stand around and do nothing except critize the employees and tell them what a sucky job they're doing and never tell them what kind of good theings they're doing for the company. It gets really frustrating. Then they want to stand in the TSC and talk about the employees loud and proud, where everyone can hear them. I think they need a couple courses about leadership and management.