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 column.

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 introduced to.

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 operation.

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.