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Manager Mechanics Blog, Written by Eric P. Bloom
 
This blog is a combination of Eric's ITworld blogs, Gatehouse Media columns, Techwell postes and original works
 
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Feb 14, 2017 5 Steps to help newly hired employees succeed

Congratulations! You got permission to hire a new person into your group, worked hard to hire the best possible person, and he/she agreed to take the job. Now what?

When a new person is hired into your group, you're job as the manager has just begun. Remember, if you made the decision to hire this person, his/her success or failure at the company is an illustration of your decision-making ability and your competency as a manager. That said, it's in your best interest to help assure the success of your new employee. To that end, below is a list of things that you, as the manager, can do to help your new employee become properly acclimated to the company, quickly come up to speed on department/company processes, begin formulating a good reputation, and stay clear of numerous pitfalls that can accidently derail a new employee's potential achievements.

  1. Give the employee a 'department orientation'. That is to say, schedule a meeting during his/her first day of work and spend an hour or two one-on-one with the employee. This meeting will give you the opportunity to get to know the new employee a little better, answer any questions that he/she has about the job, and provide him/her with detailed information on the company, your department, their job, and your expectations regarding their future performance. During this meeting, consider explaining the following:
    1. The company in general
    2. Your department's role within the company
    3. All the processes your department performs, including those processes outside the new employee's job description/function
    4. A little background on each person in your department, including their job function, longevity with the company, and any generally known points of interest
    5. A little insight into department and company politics
    6. A detailed explanation of his/her specific job function, responsibilities, your expectations as his/her manager
    7. A detailed explanation of how to perform his/her job
    8. Background on internal company departments, vendors, clients, and others that he/she will be working with as part of his/her job
    9. Schedule a follow up meeting two or three days after the 'department orientation' meeting and instruct the new employee to keep track of any questions he/she may come up with during his/her few days of work as a basis for discussion during the follow up meeting

  2. Give the employee the 'office tour'. That is to say, walk the new employee around the office showing him/her where things are (rest rooms, supply cabinet, coffee machine, etc.) This will save the new person from having to introduce himself/herself to people by having to say 'Hi, I'm new here will you please point me toward the restroom'.
  3. Give the employee the 'walk around'. That is to say, walk the new employee around the office introducing him/her to the other employees in your group. This will allow him/her to begin associating people's names and faces.
  4. Create a formalized 'buddy system' between the new employee and an existing employee within your department. Have the existing employee act as a mentor to the new employee until he/she is up to speed on all aspects of his/her job. This formalized mentoring gives the new employee a specific person to learn from and ask questions of without feeling like a nudge or a bother.
  5. The 'follow up orientation meeting' (scheduled during your initial employee orientation meeting) provides the new employee the opportunity to ask you questions based on his/her first few days of work. It also provides you the opportunity to provide any constructive feedback that is required based on your observation or comments made by others.

Following the above steps is, of course, not a guarantee that your new employee will succeed and prosper, it is, however, giving your newly hired recruit a great head start.

The primary advice and takeaways from today's column is to know that:
  • If you if were the person who made the decision to hire this person, his/her success or failure at the company is an illustration of your decision making ability and your competency as a manager.
  • The five steps listed above will help you ensure the success of your newly hired employee.

 
This blog is an excerpt from my weekly nationally syndicated column with GateHouse News Service. My new columns can be found in GateHouse Media publications throughout the United States.

Until next time, manage well, manage smart, and continue to grow.

Eric Bloom
President and CTO

Manager Mechanics, LLC
www.ManagerMechanics.com

 



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