We have a new hire and I”™m concerned this person gets off to a good start. Historically we haven”™t done so well. Existing employees compete instead of manage. I don”™t have time to jump in. The new person ends up wasting time, re-doing training or being less than productive because he gets mixed signals.
As your business grows, you”™ll be adding people more quickly. That means your company will benefit from getting better organized at bringing new employees on board. Teaching existing employees the importance of managing and giving them the confidence to lead is essential. Delegate and prioritize, making time to bring new people up to speed quickly so they, too, can help out.
Put a stake in the ground with this next hire and get things in order. Set up files on the computer. Create a new-hire checklist. This should include forms to be completed ”“ I-9, bank direct deposit, IRS W-4. In addition, include boxes to indicate the new employee”™s status:
- office staff/field staff/supervisor/manager/officer;
- full time/part time/exempt/non-exempt;
- regular/temporary/intern/per diem/student;
- salaried/salary + commission/commission only/draw;
- eligibility for expenses/expense limit;
- start date:_______ /first review date:______ /supervisor:_____;
Also note company property ”“ laptop, printer, keys, credit card, cell phone and EZ Pass.
So much happens so quickly in the first few weeks, rely on a form to stay on top of it all.
Setting the tone
Make sure information is readily accessible on the computer. Company background, product and service descriptions, basic training and tests, and an organization chart are all essential. Remember a new employee will have information overload and needs to be able to refer frequently to written documents.
Have a pre-meeting with existing personnel. Discuss why it”™s important for everyone to get the new person off on the right foot. Agree on first-, second-, third- and fourth-week objectives. Ask for someone to volunteer as a mentor to introduce the new person around. Define roles and responsibilities for supervision. Make it clear everyone”™s expected to be on their best behavior and everyone is responsible for the success of this new person.
Lay out the first week”™s training plan, including an introduction to the company”™s goals, key industries and services offered. Share examples of how other people have progressed through the organization. Share information about why this person was hired and how he will be important to the organization.
Keeping tabs
The first few days, be quietly visible ”“ enough that current staff knows you”™re watching without stepping into the middle of each training session. Allow the training to flow as you continue focusing on your responsibilities. At the end of each day check in with the new employee”™s supervisor and mentor to see how things are going.
Try to plan your schedule for 70 percent to 80 percent of capacity. Leave gaps so you can check on how things are going. You”™ll be more able to focus when you don”™t have to feel like you”™re trying to be in two places at once.
Finally, keep tight tabs the first week. Most business owners say they can tell in 48 to 72 hours if they”™ve made a mistake in hiring or supervision, and rarely does it get much better if things are seriously off course that soon. Don”™t dig a deeper hole by letting problems fester. Be ready to reassign managers or let the person go and move on to your back-up candidate.
Looking for a good book? Try “Onboarding: How to Get Your New Employees Up to Speed in Half the Time” by George B. Badt and Mary Vonnegut.
Andi Gray is president of Strategy Leaders Inc., www.StrategyLeaders.com, a business consulting firm that specializes in helping entrepreneurial firms grow. Questions may be e-mailed to her at AskAndi@StrategyLeaders.com or mailed to Andi Gray, Strategy Leaders Inc., 5 Crossways, Chappaqua, NY 10514. Phone: 877-238-3535. Visit www.AskAndi.com for archived Ask Andi articles.
