Recently I had the pleasure
to place someone, who was out of work, with a firm who was looking to fill a position.
Several weeks after assuming the position, I had the opportunity to visit with this person
and discuss not only the job but also the company in general. Afterwards, I felt compelled
to sit down and write the following which will be the subject of a future training
program. In the meantime, I would like to share excerpts of it with you in this weeks
NEW EMPLOYEES NEED EXTRA HELP IN THE BEGINNING
We have finally convinced management that our department is overworked and
understaffed and after sifting through too many resumes and enduring endless interviews we
find the right person.
The new hire is tense, nervous and cautious because it has been difficult to
find a job they really wanted. Our staff, already overworked, is expecting alot out of the
new person to ease the burden they are under or they may, we hope not, attempt to make
success difficult for the new person by not volunteering information. And we, as managers,
want the back-up brought current as quickly as possible.
In order for the new hire to produce the results we expect, we will have to
be involved in the new employee orientation. The following are some key points that we
should always keep in mind when dealing with new personnel:
Personally introduce the new employee.
This will demonstrate our support for the new employee to our staff. There
are three points that we should communicate. Point one is a summary of the background and
qualifications the new employee brings to the job. Point two should be an explanation as
to why the new employee was hired. This will dispel any rumors or fears about replacing
existing personnel. The third point should be our expectations of the assistance we expect
our staff to provide the new employee and how highly that assistance will be valued by us.
Personally conduct the introductory tour.
This job is too important to delegate. By doing it ourselves, we show
everyone the importance we place on immediate cooperation and a good working relationship.
To establish that relationship as quickly as possible, discuss responsibilities that each
party will have in common and tasks that they will be working on together. When
introducing people by name and title only, the general response is "Nice to meet
you" but they quickly forget who they have met. By discussing their duties it is
easier for the new person to associate and remember who the people they have been
Include the new person in meetings.
This allows the new person to get to know people faster and also relate to
what they are doing and what is going on in the company. This also provides the new person
the opportunity to participate and gives everyone an idea of what level of experience the
new person brings to the department or organization.
Establish a training program.
If our organization has a training department, we should find out what is
available for the new employee. If not, we should develop a program based not only on the
particular demands of the position we have hired them for but also future responsibilities
we expect them to grow into. If time does not permit us the luxury of developing a
training program then we should know of books and periodicals that we can recommend be
read to gain further insight into the demands of the job. We should also be aware of
seminars and workshops that are being conducted in our area, outside of our organization,
by training and consulting firms. Most importantly we should assign someone on our staff
as a mentor to assist the new person in becoming familiar with their new surroundings,
duties and co-workers. Regardless of how experienced a person is, the one thing all new
employees must learn before they can be successful is the culture of the company. The
mentor plays an important role in teaching the new employee this valuable lesson.
Supply more then standard office supplies.
Make certain the new employee has items such as an organizational chart,
internal phone directory, samples of the companies products or information concerning the
service the company provides. Do not over look the company's present mission statement and
any literature or files that are relevant to the job. Ensure that the new employee has a
sign-on and password if they have a terminal, a voice mail box if applicable and that the
receptionist has the employees name and telephone extension. Also, supply and explain work
schedules, reports, forms, file systems and other procedures that are peculiar to our
If like so many of us, you've been understaffed, then you are aware how
important it is to make sure any new employee whether they be full time, part time or
temporary succeeds. The effort we take in the beginning will be reflected at a later date.
I wish you well.