Retaining Talent - New Hire

Contrary to common belief, losing people doesn't have to be inevitable for positions that have traditionally high turnover. This is such a difficult subject because the playing field is broad and the variables many. For example, each person has different needs within the work environment. So how do you satisfy all those needs and meet your business objectives?

You have followed strong recruiting methods, located the right talent, and now your task is to incorporate them into your team quickly and efficiently. We know that all employees need respect, fair treatment, and a reasonable work environment. Employees need the right tools to do their jobs. They need a strong manager who creates high standards and gives clear direction. We know they need fair pay for what their jobs entail and for the market in which they work. We also know that employees need opportunities to learn, grow, and perform. An important piece of this puzzle is providing the recognition that will keep your employees energized, engaged, and eager to remain productive and employed with you.

So, what do you need to do for a new hire? Have you ever heard the saying "You never get a second chance to make a first impression"? This is your opportunity. The first 45 days are critical to setting a foundation of overall success of you (as their manager) and their performance within your team. It is true that you can change an employee's perception or performance, but doing it right the first time will save you time and effort in the long run. A simple way to integrate a new hire is before they start, send them the policies and procedures manual to review or create a document that you can give to your new hire. This way, the new hire will have no surprises on the new day. Additionally, the new hire feels connected with you and your company before they started because they have invested time reading the material. Also, they have received an impression that this is a well run organization. Follow your new hire orientation - don't skimp on the on-boarding process. You can employ early intervention tactics by scheduling daily or weekly meetings to insure that the skills and experience of the individual match up with their responsibilities. It's a good time to identify any weaknesses or gaps.

Another strategy is to use the buddy system. Choose a seasoned member on your team to email the person before they start, letting them know they will be their buddy for the first few weeks and are looking forward to working with them. The buddy will help you integrate the new employee and give the new hire a connection at work. A buddy can go a long way to helping a new hire from feeling isolated or alone until they have eliminated their learning curve. Also, the buddy will help you out by being their "go to" person, allowing you to take care of business while the new hire learns. Another benefit to the buddy system is the buddy has gained an increased sense of responsibility and worth. First impressions have lasting results with new employees. Other ideas you can employ include creating a new hire board that introduces new hires to your current team. Add their picture and their role. Have a gathering, bringing together your whole team. Have some goodies to munch on while they meet. Invite each person to introduce himself or herself to the new person and shares a fun fact.

Another strategy is to schedule a meeting 45 days out on the new employee's first day. This meeting is important to check in with the new hire to see how they are doing, what their perceptions are about the company and their role, how satisfied are they in their job, and what they may need. To assist the new hire, give them some basic questions ahead of time to prepare themselves for the meeting. Scheduling the 45-day follow up meeting on the first day tells them that you are serious that they are satisfied in their role within the company. Strong and talented employees will perform because they can. They also want to know that your first priority is to build a strong working relationship with them. If you satisfy this requirement with all of your employees, you will build a strong team. Ask them how they like their job or what they like most or least about it. Ask them about their relationships with other team members. Talk with them about the hours or work expectations and is the new hire feeling supported. Also, ask them if they feel they made the right decision about taking the job. Be prepared to get answers that you don't want to hear, but value the responses as they will make you better. Finally, let them know that if they have problems they want to address, you want them to feel comfortable bringing possible solutions to the table at the same time. This 45-day follow up meeting is a perfect time to brainstorm solutions. Set a foundation of "respect" in your interactions with all new hires...it is important to building a strong working relationship and retaining employees.