Helping new hires become high performers

Listen to this article

By Karen Natzel
Dolan Media Newswires

Historically, the first 90 days has been when employers “test out” the new hire. It’s even been called the “probationary period.”

But this mind-set generally does little to set up the employee for lasting professional success – it only serves to add stress and chaos to an already impressionable time period.

Consider this: “Up to 25 percent of new hires leave their job in the first 12 months (22 percent within the first 45 days), and more than 50 percent of new hires disappoint management within their first year on the job,” said Tom Armour, co-founder of a Toronto-based human resources consulting company.

Instead, how about looking at the first 90 days as a launch pad – an investment in the future for both the new hire and the company? Strong starts tell the new employee that the company has strategically added this role, found his/her expertise and experience vital to its growth and that it is invested in his/her success.

Without a proper plan to indoctrinate new hires, employers risk creating more havoc than value through miscommunications and unnecessary missteps. This initial time period sets the tone, so consider what message is being conveyed.

Set them up for success

An employer can take a number of simple, proactive steps to launch a new hire’s career. As basic as it sounds, make sure the employees starts with the necessary tools! I’ve seen many employees start without a computer, a phone, an email address or a business card.

An employee should be given a “ready-to-go” workstation, a warm welcome, an employee guidebook, access to the company intranet, an organizational chart, his/her job description and the first week’s orientation schedule (including one-on-one conversations with team members and mentor, project meetings, site visits, office tour, lunches, etc.). These are all straightforward initiatives to build trust and excitement.

Share the company’s road map

Company goals, initiatives and priorities may have been discussed during the interview process, but it’s important to reinforce where the company is going and how it’s going to get there. The hope is for new recruits to not only buy into the vision, but be inspired by it. Then they will be better able to understand how to make decisions and allocate resources.

If the new hire is a departmental lead, this will make the business plan for which he/she is accountable congruent with the big picture. Always build alignment.

Set expectations and provide feedback

To help new employees achieve peak performance, be clear about expectations, provide regular feedback and coach them for excellence. Why not tell new hires explicitly what is wanted and needed from them? Set immediate, attainable goals to keep the focus on execution.

If new hires veer off track, it’s important to correct them quickly, and equally important to acknowledge specific successes to cultivate their potential. Remember to share with them why they were hired them in the first place – explain specifically how their job creates value.

Some firms start key personnel with a customized “integration plan” that spells out the purpose of their position, key objectives, roles and responsibilities, critical success factors with timelines, as well as identification of resources for support and training. This can be a powerful aligning and expectation-defining tool.

Fresh eyes, fresh perspective

Take advantage of the fact that this new employee is a professional with a fresh look at the business. This person may have experience to leverage how the company can operate more efficiently, increases its value or open up new markets. Be open to how new hires see their new professional home – they may see things you don’t.

Balance new employees’ eagerness with some structure, focus and direction so they have context. This makes their fresh perspective helpful, and not distracting.

Build a brand ambassador

No matter what the new employee’s role is, ensure that he/she truly understands the business, its core values and how it creates value for clients. Not only will this be a source of pride for employees as they assimilate into the team, but it will ensure that they “walk the talk” of what differentiates the company.

Be accountable for their success

Employers need to own the success of their employees. Not only is turnover costly, but rapid turnover creates an unhealthy culture.

Consider providing a mentor – not the supervisor – who can help coach the employee through the first six months of employment. Set up regular check-ins with new employees – and make those appointments a high priority.

Recognize that integrating a new person into the team isn’t simply about filling out paperwork. Encourage the new employee to ask questions and get a deep understanding of each department’s contributions to the whole and the dynamics of the team. From day one, new hires should experience a sense of belonging and an indication about how they will fit in – and contribute to – the organization and its culture.

Leaders set the tone for their company culture, and culture drives performance. Those who are intentional in how they emphasize that culture are more likely to create a rich environment for growth.

Karen Natzel of K Communications is a business therapist who helps leaders cultivate robust, high-performing company cultures.