Tag Archives: Business

Part 2: Are you a Manager (and you just hired someone), read this!

In part 1 of hiring someone, I focused on the employee experience, which is very important. However, this blog is dedicated to the business side of the onboarding experience.

So many times managers forget the journey it took to hire an employee, from last year’s budgeting, the job descriptions, interviewing and making a final decision. Many things can change over the course of time, so its important to realign your new hires purpose, expectations, measures of success and what the first 90 days should look like (or whatever number of days). Here are some things to consider and get you started.

1. Look at the job description with new eyes (yes you are familiar with it, likely you wrote it or some of it)

  • See if your new hire really fits the bill, usually not! So think about what they will succeed right away and where you need to provide them safe learning opportunities to work on their shortcomings.

2. Was there something about this candidate that made you change course a little? (That’s okay by the way)

  • If you ended up picking up a high potential that was some level off your original plan, you may really need to start from the job description point above and figure out a plan of action (ie. Update the job or start from scratch).
  • From experience, I recommend putting a high level list of things you need and then getting into the details after that.

3. Plan their first week and expected outcomes.

  • This is more than ‘making relationships’ because trust me, no one likes feeling useless – even in the first week. Make a schedule or make meetings with this person’s future VIP’s (not yours) and do a soft intro and some expectation setting with both parties.
    • WHY? You would be surprised how many times people have fabricated this new employees job, so consider this a level setting exercise.

4. Provide the new hire a list of specific and achievable (but still challenging) outcomes you would like to see with some dates

  • I personally like the 30/60/90 day framework and I do casual check-ins and see how things are progressing. I would note here, its important to also be flexible, some things will come easier than others, but know to look for appropriate or inappropriate behaviors and address those quickly.

Good luck on onboarding your new hire, you got this!

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Learning’s from another industry, who would have thought

I was fortunate to attend the Prudential Forum 2010 in Phoenix Arizona (August 30-31, 2010) and the opening speaker, Dan Coughlin, had spoke about 5 accelerator Actions. Although I usually come to conferences in a place of scepticism about what I will learn, I was pleasantly surprised. The conference theme was “innovate, accelerate, generate.” The only observation (to date) is that the conference is very specific to affiliates, employees and suppliers versus clients (us).

Midtown Phoenix skyline, looking north up Cent...

Image via Wikipedia

 

Mr. Coughlin spoke about “practical ways to achieve sustainable success.” I will rattle off all the accelerator actions at the end of the article, but the one that made me happy was number 2: “Maintain daily enthusiasm.” This accelerator is only a two step process:

a)      “Clarify the purpose for my work. (Why do I do the work that I do?)”

b)      “Every day focus on fulfilling my purpose.”

  • “Remember that passion flows from purpose, not the other way around.”

I feel that I do have the passion or enthusiasm in my work. In fact, thinking back about how I feel about my work, my manager, the company I work for. I am just as happy (if not more) about what I do everyday than when I started on day one. I get excited Sunday nights and am eager to come to work. I realize from this speaker that I do work everyday towards my purpose:

My purpose is to develop, and attribute to business development, growth and future sustainable growth for the company. Everything I do daily attributes to this purpose (in the form of tasks completed the same day or work that will attribute to a large project that will support these objectives).

Although I do find bliss at work and I will take some accountability for my ability to see what I am shooting for, I do want to acknowledge how important it is for the business to communicate to its employees on what they should be focusing on. Not a once a year communication, but an ongoing non-stop conversation to ensure all initiatives are pointing in the correct direction. In my opinion, this will drive to cohesive strategic decisions throughout the organization.

Here are the 5 accelerator actions:

  1. Schedule thinking & non-thinking time
  2. Maintain daily enthusiasm
  3. Innovate to sustain success
  4. Sacrifice to accelerate
  5. Collaborate to accelerate

I plan on blogging about the other accelerators upon my return back from Vancouver.

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