The first 100 days during the induction of your new employee are the most important 100 days you will spend with them. Your time to get the record set as to your expectations of them as an employee’s and their reward and recognition for being part of your fantastic team. You also get to find out what really makes them tick and learn where their key skills fit with the business and get to introduce them into the team. Get this right and you are half way to making the relationship you have with this employee as positive and productive as you can.
The higher the employee’s expectations of a new role, the greater the reality shock and the lower their job satisfaction and commitment, So getting it right is crucial. Get it wrong and you could end up alienating yourself and the employee and waste 100 days of precious recruiting, assessment and on site working time.
To help you ensure this doesn’t happen I’ve put together a few tips that will give you pointers when you really need them:
- Make sure you are prepped for their arrival – Do you know everything you should do about their background and experience, you will be able to find everything you need online. LinkedIn profiles, Facebook pages you name it the world is a very open place these days and you can use this to prep and make sure there are no surprises and then figure out where you can best utilise them within their role in the business. Check references and make sure you are prepped with an orientation / induction plan to hand to get them settled into the business as quickly and easily as possible. Making your new employee feel at home – no matter what position they are in the business – is crucial!
- Keep them in the loop – A new employee should be someone you encourage conversation with. Keep them in the loop from the minute they have accepted their offer to the moment they start with you. The period of time between offer acceptance and start could still give other employers/recruiters the chance to offer but more importantly (as they should have had enough information to make sure the job is right before accepting) it gives you time to get to know and inform the new employee of as much as possible before they start.
- Help them understand your culture – Your businesses culture and your employee brand is something you should be proud of and should ensure everyone is aware of and adopts. If your recruitment and assessment process has been successful and the candidate you have chosen for the role is the right person then they will settle into the culture well as you have selected someone who you know will already fit the culture of the business and the individual teams. There is still work to be done though making sure they fit well into the culture during their initial probationary period.
- Introduce them to your champions – During the initial probationary period you will need to see how the new employee fits in, if they can do what they said they could do on the tin and if you feel there is potential going forward. Most managers will make their minds up in the first three months about someone’s potential, rightly or wrongly, consciously or unconsciously, by helping introduce them to the right people you can assist in making their initial three months beneficial. They can see how the champions in your business tick and get feedback from senior managers on expectations and business ideas and really learn as much as they can to make sure they have the best start possible.
- Help them get up and running quickly – Make sure you have all your staff information to hand and that your new employee gets copies of everything. Staff handbook, policies, procedures, rules and regulations that you expect them to work by. The sooner they have them the quicker they can soak them up and not tread on the wrong toes. It is your responsibility as their manager to ensure they have everything explained in plain English so that they understand them.
- Explain any red-tape areas and be open to new ideas – When your new employees starts its important to make sure they don’t upset the apple-cart and that they understand the processes in the business the people and the projects that are important and the toes not to tread on. BUT it’s also important to make sure that their ideas for the business have a place to be heard, with you, and that they understand you are open to any fresh new approaches they may have. Those that are good and seen as worthwhile can be launched to the business once the new employee is settled into the business and their ideas can be accepted.
- Help them to get out and network with the business – You hold the key to introducing your new employee to the people they need to know. They will obviously need to meet their team mates and those that they will come into contact with during their working week. But there is no reason why they can’t get to know more people across the business. Introduce them or give them as much information about the organisational chart and set up of the business as you can to help them settle in.
- Help them to bond quickly – Liaise with your new employee and see where you can introduce them to areas in the business with problems that can be resolved by them, meaning they will bond quickly with the teams that have been having problems and they will also then feel part of the teams and their skills worthwhile. Motivate and encourage them to gain wins quickly in the business without becoming a one-hit-wonder!.
- Monitor their Progress – Keep your eye on the new employee and check in to see how they are doing at regular intervals. Make sure you have a one month catch-up which is officially the final catch up before they are reviewed at three months. This needs to be a time where you check if they are settled, have the contacts and information they need and are getting on OK. Issues can be raised as they arise then rather than waiting for their three month appraisal to be told what they are potentially doing right or wrong.
- Plan for their progression – Where are you hoping they will be in 3 to 5 years’ time, how do they fit within your business. You will need to be vocal about your plans for them as their career grows within the business. But you do also of course need to be realistic and find out what makes them tick and what they really want to be doing within the business. When you know you can fit the jigsaw together and come up with a plan of progression that fits for the business and the employee.
Always remember to stay focused and remove initial obstacles and achieve the best for your team, your business and most importantly the new employee’s initial introduction and future within it. Build and structure the ‘A’ Team that you desire in the business takes your time, your commitment and your ability to spot the talent that you need! An amazing team is the sign of an even more amazing boss!