There is a remarkable disparity in the way organizations handle the process of assimilating and training new employees. In large companies with highly evolved hierarchies, it is likely that the HR group initiates the intake and orientation process and supervises a new hire’s integration into the company up to a certain point. In smaller or more decentralized organizations, the entire welcome, integration and training process may be conducted informally, even randomly (if at all), leaving the employee to learn “on the fly” so to speak.
No matter what processes an organization may already have (or not have) in place, one thing is certain: it falls to the team manager to make sure that each new employee on the team has everything he or she needs to feel welcome and quickly reach a comfort level with the rest of the team, the requirements of the job and the entire organization. It is never wise to assume that just because HR handed this employee a packet of information, had them watch a video and made them fill out a sheaf of forms that the new team member has everything he or she needs to fit in and get into the workflow.
There are several things a successful manager will always provide for new employees to help them be at their best in their new job setting. A little thought and attention given to these matters during the first couple of days the new employee is on the job will make a world of difference in the employee’s attitude and productivity going forward.
All too often employee orientations end up as more of a hazing ritual than making the new employee feel like a welcome part of the team. The endless barrage of paperwork, new faces, and new processes can leave new-hires feeling dizzy and overwhelmed. It’s like trying to find your way around during the first day in a foreign country, and you don’t speak the language.
As a rule, making sure employees receive a high level of support and assistance during their initial orientation period can increase retention rates by as much as 25%. Conversely, the frustration that new employees face when they are not adequately supported during this time can also slow time to productivity and increase the number of errors on the job.
There are three important things a manager can do to help a new employee begin to feel at home and get up to speed quickly.
Make New Hires Feel Welcome – While this would seem to be a no brainer, it still requires a little time and effort. Introduce the new hire to the rest of the team, make sure they have everything they need at their desk or workspace, make sure they know who to consult if they have questions and give them a quick tour of the facility if they haven’t had one yet.
Provide Them With Effective Training and Coaching– Hopefully, this new person was hired because they had a good aptitude for the job, along with at least a few good skills and maybe even some previous experience. However, that doesn’t mean they understand how to do the job according to the standards and protocols of your company or your team. Even the sharpest new employees need attention and support to guide them through the learning curve of how to operate proprietary software, how to effectively respond to client or customer needs, and how to perform the unique and specific tasks associated with doing the job they were hired to do. This can include anything from how to operate the copier to the clarifying the chain of command for getting customer requests authorized. Most employee orientation programs fall short here, because everyone is so busy doing their own jobs that they leave the new guy to sink or swim and figure it out on his own. One of your most important jobs as a manager is to make sure your new employee is well trained.
Keep the Lines of Communication Open – Most new employees don’t know what they don’t know on the first day they are on the job. In other words, they may come in with a lot of confidence and energy and give the impression that they can handle everything, but within the first couple of weeks it will soon be clear to them that they still have a lot to learn. As the manager, you are responsible for checking in regularly, anticipating questions the new hire might have and answering them, but also asking them to share with you what areas they need extra help with. Schedule these check ups on at least a weekly basis for the first six months to make sure your new employee is growing and learning on a steady, productive basis.
The difference between a new employee with lots of potential and a great employee who delivers great value to the team is usually a great manager who gives that employee everything he or she needs to succeed.
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April Management Quick Tip of the Month – The Secret of Motivation
One of the biggest misunderstandings about management is that employees are motivated by nice salaries and generous benefits. This is not entirely true. You may lose employees if you don’t offer appropriate compensation packages, but money alone is rarely enough to bring out the best effort in your people. Numerous studies and surveys confirm that employees are inspired to strive for excellence and greater productivity only when offered the opportunity “make a difference” or grow into a more important area of responsibility. Competitive salary packages will help you attract capable employees, but if you want to motivate someone to higher levels of achievement, offer them the chance to take on a prestigious task that will have a positive impact for the whole team. There are no stronger motivators than trust and respect.
