Managers are a key component to successful employee on-boarding. While managers often play a role in the hiring process, they are not always so well equipped for planning what to do with the person once they bring them aboard. A lot of money goes into recruiting a new employee, but hardly any strategic planning is done to ensure success once hired. But it is what you do during this on-boarding process that can end up making the difference between having a successful recruit and needing to cast your net once again.
Most managers today are busy, possibly even overwhelmed, leaving many new employees feeling as though their manager simply doesn’t have time to spend with them. This makes it difficult for the new employee to hit the ground running, because they lack the training and support necessary for them to succeed. Managers play a critical role in determining on-boarding satisfaction.
Top managers know that successful on-boarding is critical to an individual’s job satisfaction and success. New employees who feel supported are able to perform more productively and have a shorter ramp-up time. New employees who arrive and don’t have a proper workspace or network connectivity, or aren’t greeted by a key contact don’t feel valued by the organization.
Here are 10 things that managers should do during the on-boarding process:
- Before the new employee arrives, make sure they have a computer and desk space, and that their account access is set up. This helps alleviate one of the top complaints of new recruits.
- Send out an introductory email to the team, as well as new client contacts, welcoming the new hire.
- Help to clarify the new hire’s role, right from the beginning. Provide them with an overview of expectations for their first 30, 60, and 90 days. Also, try to give them some “quick wins,” right out of the gate.
- Set aside time to spend with the new person. If possible, plan on meeting with that person one hour per week for their first month.
- Arrange for the new hire to have a mentor or buddy who will help them through the on-boarding transition.
- Provide the person with a list of key people with whom they can begin networking right away.
- Be sure that the new hire has an overview of the organization, key contacts and business partners.
- Take into consideration how the person learns best, when arranging for any tools that are necessary for the job.
- Have a discussion about performance metrics, such as the review process, goal setting, and what meeting versus exceeding expectations means. Also, be sure to provide them with a copy of your goals, as well as the predecessors, if applicable.
- Discuss how to work together, including what the best form of communication is (e.g., email, phone, holding questions for meetings, etc.). Also discuss the work-life balance expectations. It’s important to encourage open dialogue in order to build trust and establish boundaries.
Although your organization may have thoroughly screened and interviewed the new hire, the work is far from done. Hiring is really only the beginning. By focusing on these top 10 areas, managers can create an environment where the new hire feels welcomed and valued. Managers are the critical link to on-boarding success. The extra time you spend with the new hire will pay off handsomely in the long run!
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