This article first appeared in the September, 2005 edition of the Jacksonville Business Journal
Selecting a new employee is difficult. Education, experience and interviews are the combined basis for our decision. But the big unknown is what that employee will be like after we hire them. Will they fit our company's culture, values and style? Chemistry, attitude, work ethic, and interpersonal style will impact their success at least as much as their ability.
We usually have a pretty good sense of fit within the first 30 days. If the transition is going well we breathe a sigh of relief and let the process take its course. If the situation is not going well we know we have a problem. Oftentimes, we're reluctant to address the issue. It took a lot of energy to hire this person and starting all over again isn't appealing. So we convince ourselves that the person probably just needs more time with: "Let's wait and see how they work out." Unfortunately, the situation often gets worse rather than better.
Here are some actions we can take to create the highest probability of success.
Thorough Orientation
Companies generally provide employees with a brief overview of their organization, a review of the benefits, and then assign them to their manager. The employee's transition is then left to the manager, who is often busy and puts them "on task" immediately.
A thorough orientation also includes a detailed description of the company's vision, mission and core values, and a comprehensive overview of its products and services. The new employee should also receive a detailed overview of the company's organization, see exactly where their department fits in, and how their role contributes to the overall company goals. They have joined a family and they need to know where they fit.
Explicit Expectations
While it is tempting to get employees started right away on basic tasks and let the job evolve over time, this can create problems. If no one tells the employee that this is a small part of their work, these first tasks will consume their energy, and they are developing misunderstandings without realizing it. Start by describing the purpose of the position. Why does this job exist? All the job responsibilities should then be reviewed carefully, with the expected performance level for each responsibility.
Once performance standards have been set, the employee should know what you expect during the training period, and how long it should take them to reach job competence. When employees know the target period of time to reach a performance level they are much more likely to attain it.
A Good Coach
Designate someone in the organization - either the manager or a co-worker - as this person's coach. The coach should be available to provide help as requested, and keep an eye on the new employee to provide coaching as needed.
Lots of Feedback
You don't know what an employee is thinking if you don't ask. And they don't know how well they're doing unless you tell them. Employees are most malleable during the first 90 days. Meet formally once a week for the first month and provide direct feedback. Praise where you can, and make course corrections as needed. Solicit the employee's inputs and answer questions. After the first month you may begin to reduce the formal feedback sessions, but meet at least once a month and continue to intervene as needed.
Tough Action When Required
The most difficult situation is acknowledging when the fit isn't right. A lot of time, effort and money is invested in hiring employees. It's hard to accept a hiring error, especially when the credentials seem right. But when a fit isn't right you usually have warning signals within the first 30 days. Meet with the employee immediately and share your concerns directly about the fit. Ask the employee whether they think the fit is right. This often surfaces their doubts as well.
This meeting will get their attention. If they want to keep the job they will focus on the areas of concern which may correct the situation. If their performance or behavior doesn't improve, meet one more time and be very explicit about your concerns. If the match isn't right, make the hard decision now; it only gets worse over time.
Selecting a new hire is a big investment. We need to commit to the same level of energy in the first 90 days to get the new hire established on the right foot...or address a bad match right away.
|
