The 90 Days That Decide Whether Supervisor Training Sticks
You picked the new supervisors. You cleared the production schedule. Six weeks later the floor looked the same.
A working session for HR and L&D leaders at companies that make things, move things, and build things.
Free. 60 minutes. Not a pitch. If you want to talk afterward that's an option, and if not you should still leave with something you can use.
You did everything right and nothing changed
You picked 20 supervisors, cleared the production schedule, and paid for two days off the floor.
They came back to the same crew and the same boss who didn't go. Six weeks later, almost nothing changed.
Most companies blame the program and go shopping for a new one.
But across 61 studies, what supervisors went back to explained 32% of whether training stuck, and the biggest factor was their own boss. That effect held at 90 days.
We're spending an hour on those 90 days.
We've watched this run for years, not quarters
One client is in year five across multiple departments. Another is in year four. A third trained 240 people across twelve cohorts in sixteen countries using their own people as facilitators, and there's a waitlist of supervisors who want to teach it.
All three built something for the months after the class ended.
You walk out with
- What actually determines whether training transfers.
Manager support, peer support, and organizational support, and which of the three still matters at 90 days. - The job the supervisor's own boss has in this.
Most of them don't know they have one, and it's the single biggest lever you control. - A 90-day plan you can run on the program you already bought.
This doesn't require changing vendors or buying anything. - What to measure at 30, 60, and 90 days.
And what to leave alone.
This is for you if
You've put supervisors through training in the last two years and can't point to what changed
You run HR, L&D, or talent 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 doesn't do theory. It does the blocking and tackling of running people on a floor.
For the last 20+ years, Trinity has worked with companies that make real things and serve real customers. Manufacturing, construction, energy, utilities, logistics.