Start with the decisions managers actually make

A manager may be confident delivering the work but less certain about a return-to-work conversation, an employee complaint or an underperformance concern. Start by asking where managers hesitate, where employees receive different answers and which issues repeatedly reach the business owner.

Use those examples to build a training plan. A new supervisor might need help setting expectations and keeping useful notes. An experienced manager might need practice handling conflict or supporting other team leaders.

Build a useful core of people skills

  • Setting clear expectations and agreeing realistic objectives.
  • Giving specific feedback, listening and asking open questions.
  • Recognising concerns about absence, wellbeing or performance and involving HR appropriately.
  • Handling complaints calmly and avoiding assumptions before the facts are understood.
  • Applying workplace policies consistently and keeping factual records.

For performance conversations, managers can use regular check-ins alongside formal reviews. Discuss what is going well, where support is needed and what happens next. The Acas performance management guide explains reviews, feedback and setting fair objectives.

Practise difficult conversations

Reading a policy is different from explaining a concern to a colleague. Use realistic scenarios and give managers time to rehearse the opening of a conversation, respond to a disagreement and agree a useful next step. Keep practice examples fictional or anonymised.

After each exercise, discuss what the manager heard, what remained unclear and what they would record. Give feedback on the conversation as well as the intended outcome. Acas offers conflict management skills training focused on preventing and resolving workplace conflict.

Make escalation part of the training

Managers need to know the limits of their authority and when to seek help. Agree who to contact about a grievance, a possible discrimination issue or a proposed formal sanction. Training should support a fair process rather than encourage an immediate decision.

For employers in Great Britain, the Acas disciplinary and grievance Code sets minimum standards for handling those matters. Make sure training connects with the procedure your business uses.

Turn training into everyday practice

Agree one or two actions for each manager, such as improving one-to-ones or preparing for a feedback conversation. Arrange a follow-up discussion to see what they tried and where they still need support. Use short prompts and examples that managers can find when they need them.

Adept HR can help connect manager development with your policies and day-to-day advice, so managers understand both the process and the people skills needed to use it.