ALT-1 Careers Building Confidence in new or first Time Employees
Employers know that the hardest thing is to hire the right person for that first job. Many employers just avoid the challenge completely, and they will only hire experienced workers. These employers are making a big mistake, however, because they must pay more for experience, and then often "untrain" someone who learned how to do things in a different company or environment.
So how do you train, motivate, and retain new employees? What are those new employees looking for from you?
A survey in 2007 of human resources managers at leading companies in the US and Europe listed the following as reasons why new employees don't work out (they either leave voluntarily or are fired in less than a year). Look at this list, and then think about how you can do the opposite. The "Do Not Do This" list...
Unrealistic expectations of the job and organizations is the most commonly cited problem. Fixing it resolves communications during the hiring process and immediately when the job begins. Managers and HR staff must work together to make sure that the expectations are clear and understood.
Failure to grasp how things get done around the organization. Almost as troubling to new hires is simply being unable to figure out how to work within the company's structure. Managers must either take time to help employees, or they must designate a mentor to do the job. That mentor must be evaluated in part on how effective he or she is at integrating the new kid on the block.
Poor communications with immediate supervisor. This problem can arise from either party - manager or employee. The HR staff must watch new hires and be ready to act promptly. Having communications in multiple forms (paper, oral, email, etc.) makes a big difference.
Failure to develop a sense of belonging and purpose. Newcomers arrive with enthusiasm and drive. Don't destroy it by focusing on the unpleasant or mundane parts of the job. Take advantage of having a person who "wants to make a difference."
Inadequate technical skills. Best solution is to hire someone who has the skills, of course. But that's not always possible. If you are hiring someone who's a "reach" for the job, you need a well-constructed training program that has measurable tests and goals. Otherwise, you're setting the employee up for failure.
Not understanding the link between the job and organizational goals. It's one thing to see the trees (your job), and quite another to see the forest (the company). So take the newcomer to one big-time meeting or to a trade show, or something that gives an indication of the world outside of his or her duties. Also, encourage discussion with the rest of the team about the history of the company and the department, and the current broader mission.
Failure to connect with key employees. Although some new employees complain about this, it's probably more of a failure on their part. Oftentimes, the "failure to connect" is due to shyness by the newcomer, or a lack of skills that can contribute yet. The newcomer just has to accept that connecting with the key people will take a long time.
Inability to quickly establish trust and credibility. Counsel newcomers not to be so impatient. It's rare when someone is such a star that they immediately earn great opportunities within the firm. There are lots of talented people. To earn trust and credibility, the new employee must go the extra mile a few times - and not expect anything in return.
Poor people skills. This is a killer at any age, any position, any level, and almost any job. If you have someone with technical skills but terrible people skills, see if you can get him or her to work on them with a professional development class. However, if the person resists at all, then get him out. It's very hard to "fix" someones dysfunctional personality.
