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IT’S	
  JUST	
  
THE	
  
BEGINNING	
  
BUS	
  68	
  
Olga	
  Hoffman	
  
May	
  2016	
  
	
  
SUCCESSFUL	
  	
  
NEW	
  HIRE	
  
ONBOARDING	
  
Make	
  the	
  employee’s	
  	
  first	
  day	
  	
  
memorable	
  by	
  making	
  them	
  Feel	
  	
  
welcome	
  and	
  Connected	
  to	
  the	
  
team.	
  
	
  
Find	
  out	
  their	
  favorite	
  snack	
  and	
  	
  
have	
  it	
  on	
  their	
  desk	
  the	
  day	
  they	
  
start.	
  	
  LiIle	
  acJons	
  like	
  this	
  don’t	
  
take	
  a	
  lot	
  of	
  Jme,	
  	
  money	
  or	
  
effort,	
  but	
  can	
  mean	
  so	
  much	
  to	
  
a	
  new	
  hire,	
  and	
  help	
  make	
  them	
  
feel	
  connected.	
  
Don‘t	
  miss	
  out	
  on	
  the	
  opportuniJes	
  provided	
  by	
  NHO	
  
to	
  help	
  people	
  feel	
  Connected	
  from	
  day	
  one	
  	
  
New	
  Hire	
  
It's just-the-beginning
Take	
  the	
  new	
  employee	
  to	
  lunch	
  on	
  day	
  one,	
  	
  this	
  says	
  they’re	
  	
  
important.	
  Make	
  it	
  a	
  fun	
  day.	
  
	
  
Take	
  the	
  employee	
  on	
  a	
  tour	
  of	
  the	
  department,	
  break	
  room,	
  
building	
  or	
  enJre	
  campus.	
  Maybe	
  show	
  those	
  secret	
  areas	
  the	
  public	
  	
  
never	
  gets	
  to	
  see,	
  like	
  the	
  lab	
  where	
  the	
  secret	
  recipe	
  is	
  concocted.	
  	
  
Warm	
  Welcome	
  –	
  Make	
  Them	
  Feel	
  
Connected	
  from	
  Day	
  One	
  
Announce	
  the	
  new	
  employee	
  
via	
  email	
  and	
  post	
  the	
  
informaJon	
  online.	
  	
  	
  
	
  
Reach	
  out	
  to	
  your	
  manager	
  
and	
  other	
  execuJves	
  asking	
  
them	
  to	
  introduce	
  themselves	
  
and	
  make	
  your	
  new	
  hire	
  feel	
  
welcome.	
  	
  
	
  
Encourage	
  long-­‐term	
  
employees	
  to	
  stop	
  by	
  and	
  
share	
  stories.	
  	
  
	
  
Schedule	
  	
  a	
  team	
  lunch	
  or	
  
dinner	
  to	
  welcome	
  them.	
  
Warm	
  Welcome	
  	
  
Be	
  IntenJonal	
  About	
  Exposing	
  Your	
  
New	
  Hires	
  to	
  Your	
  Culture	
  
New	
  
Hire	
  	
  
Who	
  We	
  Are	
  	
  
There’s	
  no	
  feeling	
  like	
  
pride	
  in	
  belonging	
  to	
  
something	
  bigger	
  
than	
  yourself,	
  so	
  tap	
  
into	
  that	
  and	
  shake	
  
some	
  company	
  
booty!	
  	
  	
  
	
  
Connect	
  the	
  dots	
  
between	
  your	
  
amazing	
  company	
  
culture	
  and	
  how	
  they	
  
can	
  be	
  part	
  of	
  it.	
  	
  
Day	
  One	
  Shuffle	
  
Paperwork	
  w	
  Find	
  some	
  way	
  	
  
to	
  minimize	
  the	
  stupefying	
  
boredom	
  of	
  new	
  	
  hire	
  
paperwork.	
  	
  Mail	
  it	
  ahead	
  and	
  
provide	
  online	
  access	
  for	
  them	
  
to	
  review	
  everything	
  before	
  
they	
  start.	
  
	
  
Have	
  stuff	
  ready	
  w	
  Every	
  day	
  a	
  
new	
  hire	
  sits	
  around	
  unable	
  to	
  
get	
  started	
  because	
  the	
  new	
  
laptop	
  has	
  not	
  been	
  configured	
  
yet	
  is	
  money	
  wasted.	
  Not	
  to	
  
menJon	
  frustraJng	
  for	
  the	
  new	
  
hires	
  who	
  are	
  anxious	
  to	
  ramp	
  
up	
  quickly.	
  
What	
  are	
  the	
  rules	
  of	
  engagement?	
  
Describe	
  the	
  company	
  culture.	
  	
  
Explain	
  when	
  management	
  prefers	
  	
  
to	
  use	
  email,	
  phone	
  or	
  face-­‐to-­‐face	
  
communicaJon.	
  Review	
  topics	
  like	
  
cadence	
  of	
  meeJngs,	
  eJqueIe	
  of	
  
dialing	
  into	
  meeJngs,	
  and	
  how	
  to	
  
approach	
  senior	
  execuJves.	
  
	
  
What’s	
  Your	
  Management	
  Style?
Discuss	
  your	
  expectaJons,	
  hot	
  	
  
buIons,	
  strengths	
  and	
  blind	
  spots.	
  
Advise	
  who	
  they	
  go	
  to	
  for	
  quesJons	
  
when	
  you	
  are	
  not	
  available.	
  
	
  
If	
  there	
  are	
  suggesOons	
  or	
  concerns,	
  
what	
  are	
  the	
  appropriate	
  channels	
  	
  
to	
  share	
  those.	
  
	
  
Day	
  One	
  	
  
QuesJons	
  to	
  Answer	
  
Is	
  there	
  any	
  one	
  to	
  be	
  wary	
  of?	
  
MenJon	
  any	
  adversaries	
  who	
  
may	
  transfer	
  an	
  a`tude	
  to	
  your	
  
innocent	
  new	
  hire.	
  	
  This	
  could	
  	
  
be	
  an	
  individual,	
  a	
  group,	
  or	
  
an	
  organizaJon.	
  
Another	
  QuesJon	
  
New	
  hires	
  want	
  to	
  make	
  a	
  good	
  
impression	
  and	
  start	
  adding	
  value.	
  	
  
Ensure	
  they	
  have	
  the	
  resources.	
  
	
  
Set	
  Up	
  Technology	
  
Working	
  from	
  home	
  or	
  offsite	
  
	
  
Provide	
  Resources	
  
Provide	
  both	
  the	
  Company’s	
  and	
  your	
  
department	
  ‘s	
  current	
  Q-­‐T-­‐D	
  and	
  annual	
  
reports,	
  goals,	
  policies	
  and	
  procedures.	
  
	
  
Specify	
  on	
  the	
  org	
  charts	
  who	
  is	
  	
  
important	
  and	
  who	
  are	
  the	
  key	
  stake-­‐	
  
holders	
  on	
  current	
  projects.	
  Provide	
  a	
  
list	
  of	
  key	
  contacts	
  inside	
  and	
  outside	
  
the	
  company.	
  
	
  
Select	
  and	
  Schedule	
  Training	
  
Help	
  Them	
  Do	
  Their	
  Best	
  Work	
  
Review	
  calendar	
  on	
  key	
  
organizaJon	
  deliverables	
  
and	
  let	
  them	
  know	
  when	
  
performance	
  reviews	
  are	
  
held	
  and	
  how	
  new	
  hires	
  are	
  
evaluated.	
  
	
  
Set	
  30/60/90/180	
  day	
  
milestones.	
  Check	
  in	
  
frequently,	
  at	
  a	
  minimum	
  
when	
  they	
  are	
  due.	
  
	
  
Encourage	
  them	
  to	
  network	
  
outside	
  of	
  the	
  organizaJon.	
  
NoJfy	
  them	
  of	
  company	
  
brown	
  bag	
  lunches	
  and	
  
seminars	
  they	
  can	
  aIend.	
  
	
  
Establish	
  Goals	
  and	
  Clarify	
  
ExpectaJons	
  Right	
  Away	
  
Build	
  trust	
  by	
  establishing	
  a	
  mutually	
  agreed	
  level	
  of	
  autonomy	
  
for	
  the	
  employee.	
  	
  
Which	
  decisions	
  can	
  the	
  employee	
  make	
  without	
  consulOng	
  and	
  informing	
  
the	
  manager	
  and	
  how	
  long	
  are	
  you	
  willing	
  to	
  wait	
  for	
  status	
  updates?	
  
bound	
  of	
  discreJon.	
  	
  
Decision 	
   	
  Decision	
  	
   	
  Check	
  w/Mgr 	
  Inform	
  Mgr	
  of	
  
Type: 	
   	
  Maker: 	
   	
  Befofe	
  AcJng 	
  Outcome	
  
Leaf 	
   	
  Employee 	
  No 	
   	
  No	
  
Branch 	
   	
  Employee 	
  No 	
   	
  Aher	
  AcJng	
  
Trunk 	
   	
  Empolyee 	
  Yes 	
   	
  B	
  4	
  AcJng	
  
Root 	
   	
  Manager	
   	
  Yes 	
   	
  B	
  4	
  	
  Decision	
  
Decision	
  Tree	
  
Reimburse	
  for	
  work	
  
related	
  social	
  media	
  
accounts	
  and	
  learning,	
  
TED,	
  lynda.com,	
  etc.	
  
	
  
Consider	
  new	
  hire	
  
sales	
  training.	
  This	
  is	
  
good	
  knowledge	
  to	
  
have,	
  especially	
  if	
  you	
  
are	
  in	
  a	
  customer	
  
facing	
  posiJon.	
  
	
  
Provide	
  presentaJon	
  
training	
  and	
  let	
  them	
  
pracJce	
  presenJng	
  to	
  
your	
  team.	
  	
  Have	
  them	
  
create	
  their	
  own	
  
presentaJon	
  that	
  
“Brands”	
  them	
  and	
  
their	
  mission.	
  See	
  
reference	
  secJon.	
  
	
  
	
  
Encourage	
  Learning	
  	
  
¤  Intoday’swired,networkedworldof
constantlyandrapidlychanging
conditionshelpyournewhireto
understandTheBigPicturebybeing
connected.
	
  
¤  Google	
  reader	
  lets	
  you	
  set	
  up	
  alerts	
  for	
  
any	
  informaJon.	
  	
  
¤  Zite	
  is	
  an	
  iPad	
  app	
  that	
  learns	
  what	
  you	
  
like	
  and	
  don’t	
  like,	
  customizing	
  your	
  
feeds	
  according	
  to	
  your	
  preferences.	
  	
  
Pulse	
  is	
  another	
  iPad	
  app	
  that’s	
  good.	
  
¤  Save	
  your	
  web	
  surfing	
  arJcles	
  to	
  
Instapaper	
  on	
  your	
  PC,	
  phone	
  or	
  tablet.	
  
¤  Kindle,	
  Kobo,	
  iBooks.	
  Kindle	
  supports	
  
features	
  such	
  as	
  social	
  media	
  
integraJon	
  
Be	
  Socially	
  CollaboraJve	
  	
  
Assign	
  A	
  Mentor	
   Every	
  new	
  hire	
  should	
  
have	
  a	
  ‘buddy‘	
  to	
  help	
  
them	
  navigate	
  the	
  
informal	
  network.	
  They	
  
are	
  that	
  extra	
  support	
  –
like	
  the	
  training	
  wheels	
  
on	
  your	
  bike.	
  	
  
	
  
They’ll	
  know	
  the	
  go-­‐to	
  
people,	
  the	
  gatekeepers,	
  
the	
  people	
  who	
  know	
  
what's	
  happening	
  before	
  
it	
  happens.	
  	
  
	
  
They	
  can	
  be	
  your	
  English	
  
to	
  English	
  translator	
  for	
  
the	
  company’s	
  	
  inside	
  
jokes	
  and	
  jargon.	
  
People	
  Don’t	
  Leave	
  Companies	
  .	
  .	
  .	
  .	
  	
  
They	
  Leave	
  Managers.	
  	
  
Hew	
  hire	
  turnover	
  is	
  greatest	
  in	
  the	
  first	
  40-­‐50	
  days.	
  	
  
The	
  First	
  Few	
  Months	
  Focus	
  on	
  These	
  3	
  
CommunicaJng	
  and	
  
Giving	
  RecogniJon	
  
	
  
Giving	
  Work	
  with	
  
Purpose	
  
	
  
Managing	
  the	
  
RelaJonship	
  
Don`t	
  communicate	
  to	
  be	
  understood;	
  rather,	
  
communicate	
  so	
  as	
  not	
  to	
  be	
  misunderstood.	
  
Engaging	
  as	
  a	
  listener	
  	
  	
  
is	
  one	
  of	
  the	
  greatest	
  
things	
  you	
  can	
  do	
  for	
  
your	
  new	
  hire.	
  
Echoing	
  the	
  other	
  
person’s	
  words	
  helps	
  
you	
  process	
  what	
  
they’re	
  saying	
  and	
  
signals	
  to	
  them	
  that	
  
you’re	
  really	
  listening.	
  	
  	
  
Be	
  Aware	
  How	
  Your	
  	
  
Body	
  Language	
  &	
  Tone	
  	
  
Speaks	
  to	
  Your	
  New	
  Hires	
  
We	
  pay	
  more	
  aIenJon	
  
to	
  facial	
  expressions	
  
and	
  body	
  language,	
  	
  
than	
  to	
  	
  
tone	
  of	
  voice,	
  	
  
or	
  to	
  	
  
actual	
  words.	
  
55%	
  
Facial	
  expressions	
  	
  
&	
  body	
  language	
  
8%	
  
Actual	
  Words	
  
37%	
  
Tone	
  of	
  	
  
voice	
  
Make	
  “thank	
  you”	
  
and	
  “nice	
  job”	
  a	
  
regular	
  part	
  of	
  your	
  
vocabulary.	
  
AddiJonally,	
  	
  take	
  
the	
  Jme	
  to	
  teach	
  
new	
  employees	
  
why	
  what	
  
	
  they	
  did	
  is	
  so	
  
intrinsically	
  
important	
  to	
  the	
  
organizaJon’s	
  
mission	
  and	
  
purpose.	
  
Give	
  RecogniJon	
  
Harness	
  that	
  new	
  hire	
  energy	
  from	
  the	
  
get	
  go	
  with	
  a	
  key	
  meaningful	
  project	
  
Give	
  Work	
  	
  	
  
with	
  	
  
Purpose	
  
Target	
  a	
  great	
  small	
  win	
  they	
  
can	
  achieve	
  in	
  the	
  	
  
first	
  few	
  days	
  or	
  weeks.	
  
Manage	
  the	
  
RelaJonship	
  v	
  
Assign	
  A	
  Mentor	
  
Ask	
  them	
  if	
  they	
  
would	
  like	
  you	
  to	
  
assign	
  one	
  or	
  if	
  they	
  
would	
  like	
  to	
  select	
  
one	
  themselves.	
  
It	
  should	
  be	
  someone	
  
in	
  management	
  who	
  
can	
  help	
  them	
  with	
  
their	
  career	
  goals.	
  	
  
Mentors,	
  like	
  the	
  
buddy,	
  reduce	
  the	
  
ramp	
  up	
  Jme	
  and	
  
inspire	
  moJvaJon	
  in	
  
your	
  new	
  hire.	
  
It’s	
  criJcal	
  managers	
  show	
  their	
  
employees	
  they	
  have	
  an	
  interest	
  
in	
  them	
  as	
  human	
  beings,	
  not	
  just	
  
as	
  employees.	
  You	
  can	
  do	
  this	
  by	
  
keeping	
  the	
  channels	
  of	
  
communicaJon	
  open.	
  Ask	
  for	
  
frequent	
  feedback	
  and	
  remember	
  
to	
  encourage	
  an	
  atmosphere	
  of	
  
fun.	
  	
  
Foster	
  the	
  New	
  Employee	
  RelaJonship	
  	
  
Whether	
  it’s	
  working	
  out	
  at	
  the	
  
company	
  gym,	
  playing	
  PicJonary	
  
or	
  going	
  to	
  grab	
  an	
  ice	
  cream	
  
cone,	
  it’s	
  important	
  that	
  as	
  
they’re	
  learning	
  the	
  ropes,	
  your	
  
new	
  hires	
  also	
  have	
  a	
  good	
  Jme	
  
with	
  you	
  and	
  their	
  coworkers.	
  
Manage	
  New	
  
Employee	
  
RelaJonships	
  
CONSIDER	
  HOLDING	
  A	
  RE-­‐ORIENTATION	
  -­‐	
  All	
  employees	
  hired	
  in	
  the	
  past	
  
quarter	
  come	
  back	
  to	
  ask	
  the	
  quesJons	
  they	
  hadn‘t	
  thought	
  of	
  Day	
  1.	
  
Make	
  it	
  a	
  safe	
  environment	
  to	
  ask	
  any	
  quesJons	
  and	
  have	
  them	
  
connect	
  with	
  the	
  colleagues	
  from	
  other	
  departments	
  with	
  whom	
  they	
  
had	
  spent	
  vast	
  amounts	
  of	
  Jme	
  on	
  day	
  1,	
  but	
  didn‘t	
  really	
  interact	
  
with	
  anymore.	
  	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Break	
  the	
  ice	
  with	
  a	
  fun	
  interacJve	
  game	
  or	
  acJvity. 	
  	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  This	
  is	
  a	
  chance	
  for	
  the	
  group	
  to	
  get	
  to	
  know	
  	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  one	
  another	
  and	
  begin	
  idenJfying	
  itself	
  as	
  ‘us’.	
  
	
  
	
  	
  	
  	
  	
  	
  	
  	
   	
  START	
  GROUP	
  –	
  People	
  who	
  start	
  together	
  have	
  
	
  a	
  higher	
  chance	
  of	
  building	
  lasJng	
  bonds	
  as	
  they	
  
	
  	
  	
  	
  	
  	
  	
  	
  spread	
  out	
  over	
  the	
  company.	
  Help	
  your	
  new	
  hires	
  
	
  	
  	
  	
  	
  	
  	
  	
  define	
  their	
  first	
  network	
  at	
  your	
  company	
  by	
  	
  
	
  	
  	
  	
  	
  	
  	
  	
  assigning	
  them	
  to	
  a	
  start	
  group.	
  	
  
Research	
  has	
  found	
  that	
  strong	
  social	
  Jes	
  in	
  the	
  workplace	
  can	
  
boost	
  producJvity,	
  make	
  employees	
  more	
  passionate	
  about	
  their	
  
work	
  and	
  less	
  likely	
  to	
  quit	
  their	
  jobs.	
  	
  
	
  
When	
  we	
  look	
  at	
  what	
  makes	
  people	
  happy	
  and	
  effecJve	
  at	
  work,	
  
it’s	
  being	
  able	
  to	
  spend	
  Jme	
  with	
  a	
  close	
  group	
  of	
  people.	
  You	
  
need	
  to	
  structure	
  work	
  in	
  such	
  a	
  way	
  that	
  new	
  hires	
  have	
  those	
  
opportuniJes.	
  
A	
  feeling	
  of	
  connecOon	
  
	
  makes	
  people	
  want	
  	
  
to	
  come	
  to	
  work.	
  	
  
You	
  probably	
  had	
  some	
  help	
  on	
  the	
  climb	
  	
  
up.	
  Now	
  it’s	
  Jme	
  to	
  return	
  the	
  favor.	
  Give	
  
your	
  Jme,	
  give	
  your	
  counsel,	
  give	
  of	
  your	
  
emoJons	
  and	
  be	
  involved	
  in	
  the	
  process.	
  
	
  
The	
  	
  more	
  you	
  give	
  of	
  yourself,	
  the	
  	
  
bigger	
  the	
  impact.	
  It	
  does	
  not	
  
have	
  to	
  be	
  terribly	
  formal	
  or	
  
Jme-­‐consuming.	
  Carving	
  	
  
out	
  a	
  few	
  minutes	
  to	
  listen	
  	
  
shows	
  the	
  new	
  hire	
  they	
  
are	
  important.	
  
	
  
Schedule	
  1:1s	
  and	
  work	
  
hard	
  to	
  keep	
  them.	
  	
  	
  
	
  
	
  
Give	
  of	
  Yourself	
  to	
  the	
  New	
  Employee	
  
Taking	
  breaks	
  is	
  at	
  odds	
  with	
  
how	
  the	
  new	
  employee	
  wants	
  
to	
  be	
  viewed,	
  but	
  it	
  is	
  not	
  
Jme	
  wasted.	
  Brief	
  diversions	
  
significantly	
  increase	
  one’s	
  
ability	
  to	
  focus	
  on	
  that	
  task	
  
for	
  prolonged	
  periods	
  of	
  Jme.	
  
	
  	
  
Get	
  up	
  and	
  move	
  around	
  to	
  
get	
  the	
  blood	
  flowing	
  and	
  
clear	
  the	
  mind.	
  	
  
	
  
Bonus	
  points	
  if	
  you	
  take	
  a	
  
walk	
  outside!	
  
	
  
Walking	
  just	
  10	
  minutes	
  will	
  
relieve	
  stress,	
  reduce	
  faJgue	
  
and	
  boost	
  mood.	
  
Encourage	
  New	
  Employees	
  Going	
  
100mph	
  to	
  Take	
  EffecJve	
  Breaks	
  	
  
Curiosity	
  is	
  key	
  to	
  empathy.	
  
Ask	
  your	
  new	
  hire	
  about	
  
their	
  struggles	
  &	
  strategies	
  
for	
  coping	
  with	
  a	
  challenge	
  
they’re	
  having	
  and	
  offer	
  to	
  
help.	
  When	
  its	
  been	
  a	
  
tough	
  day,	
  tell	
  them	
  go	
  get	
  
a	
  good	
  night’s	
  sleep	
  and	
  
recall	
  something	
  that	
  went	
  
well	
  that	
  day,	
  and	
  be	
  
thankful	
  for	
  that.	
  
	
  
Life	
  always	
  offers	
  you	
  a	
  
second	
  chance	
  .	
  .	
  .	
  its	
  called	
  
Tomorrow.	
  
	
  
	
  
Be	
  EmpatheJc	
  
Encourage	
  QuesJons	
  
It’s	
  OK	
  to	
  ASK!	
  
You	
  want	
  to	
  	
  
take	
  the	
  Jme	
  	
  
upfront	
  to	
  	
  
make	
  sure	
  your	
  
new	
  hire	
  knows	
  	
  
how	
  to	
  succeed,	
  
because	
  if	
  they	
  	
  
don‘t	
  .	
  .	
  .	
  	
  	
  
you	
  will	
  be	
  
doing	
  this	
  	
  
all	
  over	
  again!	
  	
  
	
  
NOW	
  GO	
  GET	
  ‘EM	
  
References	
  
Data	
  Source:	
  Todd	
  DeweI,	
  Onboarding	
  New	
  Hires,	
  Lynda.com	
  
	
  
Pg.	
  1,	
  2,	
  5,	
  6,	
  7,	
  10,	
  11,	
  13,	
  14,	
  20,	
  21,	
  22,	
  26,	
  27,	
  28,	
  29	
  
Marcos	
  Chin	
  Artwork,	
  www.marcoschin.com	
  
	
  
Pg.	
  4,	
  8,	
  9,	
  18	
  	
  	
  
Photos	
  by	
  Thomas	
  Peschak,	
  www.thomaspeschak.com	
  
	
  
Pg.	
  12	
  	
  Photo	
  from	
  film	
  “My	
  Name	
  is	
  Doris”,	
  Red	
  Crown	
  ProducJons.	
  2016	
  
	
  
Pg.	
  14	
  	
  Decision	
  Tree,	
  “Fierce	
  ConversaJons”	
  by	
  Susan	
  ScoI	
  
	
  
Pg.	
  15	
  	
  ArJcles	
  on	
  Crea%ng	
  a	
  Compelling	
  Presenta%on	
  and	
  Personal	
  Branding	
  	
  
hIp://blog.ted.com/2014/07/15/10-­‐Jps-­‐for-­‐beIer-­‐slide-­‐decks/	
  
	
  
hIp://www.forbes.com/sites/dailymuse/2012/02/14/the-­‐first-­‐step-­‐to-­‐building-­‐
your-­‐personal-­‐brand/#5e6a46dd2c72	
  
	
  
Pg.	
  17	
  	
  Quote	
  by	
  Dr.	
  John	
  Lund	
  
	
  
Pg.	
  18	
  	
  CommunicaJon	
  Studies	
  StaJsJcs	
  by	
  Dr.	
  John	
  Lund	
  
	
  

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It's just-the-beginning

  • 1. IT’S  JUST   THE   BEGINNING   BUS  68   Olga  Hoffman   May  2016     SUCCESSFUL     NEW  HIRE   ONBOARDING  
  • 2. Make  the  employee’s    first  day     memorable  by  making  them  Feel     welcome  and  Connected  to  the   team.     Find  out  their  favorite  snack  and     have  it  on  their  desk  the  day  they   start.    LiIle  acJons  like  this  don’t   take  a  lot  of  Jme,    money  or   effort,  but  can  mean  so  much  to   a  new  hire,  and  help  make  them   feel  connected.   Don‘t  miss  out  on  the  opportuniJes  provided  by  NHO   to  help  people  feel  Connected  from  day  one     New  Hire  
  • 4. Take  the  new  employee  to  lunch  on  day  one,    this  says  they’re     important.  Make  it  a  fun  day.     Take  the  employee  on  a  tour  of  the  department,  break  room,   building  or  enJre  campus.  Maybe  show  those  secret  areas  the  public     never  gets  to  see,  like  the  lab  where  the  secret  recipe  is  concocted.     Warm  Welcome  –  Make  Them  Feel   Connected  from  Day  One  
  • 5. Announce  the  new  employee   via  email  and  post  the   informaJon  online.         Reach  out  to  your  manager   and  other  execuJves  asking   them  to  introduce  themselves   and  make  your  new  hire  feel   welcome.       Encourage  long-­‐term   employees  to  stop  by  and   share  stories.       Schedule    a  team  lunch  or   dinner  to  welcome  them.   Warm  Welcome    
  • 6. Be  IntenJonal  About  Exposing  Your   New  Hires  to  Your  Culture   New   Hire     Who  We  Are     There’s  no  feeling  like   pride  in  belonging  to   something  bigger   than  yourself,  so  tap   into  that  and  shake   some  company   booty!         Connect  the  dots   between  your   amazing  company   culture  and  how  they   can  be  part  of  it.    
  • 7. Day  One  Shuffle   Paperwork  w  Find  some  way     to  minimize  the  stupefying   boredom  of  new    hire   paperwork.    Mail  it  ahead  and   provide  online  access  for  them   to  review  everything  before   they  start.     Have  stuff  ready  w  Every  day  a   new  hire  sits  around  unable  to   get  started  because  the  new   laptop  has  not  been  configured   yet  is  money  wasted.  Not  to   menJon  frustraJng  for  the  new   hires  who  are  anxious  to  ramp   up  quickly.  
  • 8. What  are  the  rules  of  engagement?   Describe  the  company  culture.     Explain  when  management  prefers     to  use  email,  phone  or  face-­‐to-­‐face   communicaJon.  Review  topics  like   cadence  of  meeJngs,  eJqueIe  of   dialing  into  meeJngs,  and  how  to   approach  senior  execuJves.     What’s  Your  Management  Style? Discuss  your  expectaJons,  hot     buIons,  strengths  and  blind  spots.   Advise  who  they  go  to  for  quesJons   when  you  are  not  available.     If  there  are  suggesOons  or  concerns,   what  are  the  appropriate  channels     to  share  those.     Day  One     QuesJons  to  Answer  
  • 9. Is  there  any  one  to  be  wary  of?   MenJon  any  adversaries  who   may  transfer  an  a`tude  to  your   innocent  new  hire.    This  could     be  an  individual,  a  group,  or   an  organizaJon.   Another  QuesJon  
  • 10. New  hires  want  to  make  a  good   impression  and  start  adding  value.     Ensure  they  have  the  resources.     Set  Up  Technology   Working  from  home  or  offsite     Provide  Resources   Provide  both  the  Company’s  and  your   department  ‘s  current  Q-­‐T-­‐D  and  annual   reports,  goals,  policies  and  procedures.     Specify  on  the  org  charts  who  is     important  and  who  are  the  key  stake-­‐   holders  on  current  projects.  Provide  a   list  of  key  contacts  inside  and  outside   the  company.     Select  and  Schedule  Training   Help  Them  Do  Their  Best  Work  
  • 11. Review  calendar  on  key   organizaJon  deliverables   and  let  them  know  when   performance  reviews  are   held  and  how  new  hires  are   evaluated.     Set  30/60/90/180  day   milestones.  Check  in   frequently,  at  a  minimum   when  they  are  due.     Encourage  them  to  network   outside  of  the  organizaJon.   NoJfy  them  of  company   brown  bag  lunches  and   seminars  they  can  aIend.     Establish  Goals  and  Clarify   ExpectaJons  Right  Away  
  • 12. Build  trust  by  establishing  a  mutually  agreed  level  of  autonomy   for  the  employee.     Which  decisions  can  the  employee  make  without  consulOng  and  informing   the  manager  and  how  long  are  you  willing  to  wait  for  status  updates?   bound  of  discreJon.     Decision    Decision      Check  w/Mgr  Inform  Mgr  of   Type:    Maker:    Befofe  AcJng  Outcome   Leaf    Employee  No    No   Branch    Employee  No    Aher  AcJng   Trunk    Empolyee  Yes    B  4  AcJng   Root    Manager    Yes    B  4    Decision   Decision  Tree  
  • 13. Reimburse  for  work   related  social  media   accounts  and  learning,   TED,  lynda.com,  etc.     Consider  new  hire   sales  training.  This  is   good  knowledge  to   have,  especially  if  you   are  in  a  customer   facing  posiJon.     Provide  presentaJon   training  and  let  them   pracJce  presenJng  to   your  team.    Have  them   create  their  own   presentaJon  that   “Brands”  them  and   their  mission.  See   reference  secJon.       Encourage  Learning    
  • 14. ¤  Intoday’swired,networkedworldof constantlyandrapidlychanging conditionshelpyournewhireto understandTheBigPicturebybeing connected.   ¤  Google  reader  lets  you  set  up  alerts  for   any  informaJon.     ¤  Zite  is  an  iPad  app  that  learns  what  you   like  and  don’t  like,  customizing  your   feeds  according  to  your  preferences.     Pulse  is  another  iPad  app  that’s  good.   ¤  Save  your  web  surfing  arJcles  to   Instapaper  on  your  PC,  phone  or  tablet.   ¤  Kindle,  Kobo,  iBooks.  Kindle  supports   features  such  as  social  media   integraJon   Be  Socially  CollaboraJve    
  • 15. Assign  A  Mentor   Every  new  hire  should   have  a  ‘buddy‘  to  help   them  navigate  the   informal  network.  They   are  that  extra  support  – like  the  training  wheels   on  your  bike.       They’ll  know  the  go-­‐to   people,  the  gatekeepers,   the  people  who  know   what's  happening  before   it  happens.       They  can  be  your  English   to  English  translator  for   the  company’s    inside   jokes  and  jargon.  
  • 16. People  Don’t  Leave  Companies  .  .  .  .     They  Leave  Managers.     Hew  hire  turnover  is  greatest  in  the  first  40-­‐50  days.     The  First  Few  Months  Focus  on  These  3   CommunicaJng  and   Giving  RecogniJon     Giving  Work  with   Purpose     Managing  the   RelaJonship  
  • 17. Don`t  communicate  to  be  understood;  rather,   communicate  so  as  not  to  be  misunderstood.   Engaging  as  a  listener       is  one  of  the  greatest   things  you  can  do  for   your  new  hire.   Echoing  the  other   person’s  words  helps   you  process  what   they’re  saying  and   signals  to  them  that   you’re  really  listening.      
  • 18. Be  Aware  How  Your     Body  Language  &  Tone     Speaks  to  Your  New  Hires   We  pay  more  aIenJon   to  facial  expressions   and  body  language,     than  to     tone  of  voice,     or  to     actual  words.   55%   Facial  expressions     &  body  language   8%   Actual  Words   37%   Tone  of     voice  
  • 19. Make  “thank  you”   and  “nice  job”  a   regular  part  of  your   vocabulary.   AddiJonally,    take   the  Jme  to  teach   new  employees   why  what    they  did  is  so   intrinsically   important  to  the   organizaJon’s   mission  and   purpose.   Give  RecogniJon  
  • 20. Harness  that  new  hire  energy  from  the   get  go  with  a  key  meaningful  project   Give  Work       with     Purpose  
  • 21. Target  a  great  small  win  they   can  achieve  in  the     first  few  days  or  weeks.  
  • 22. Manage  the   RelaJonship  v   Assign  A  Mentor   Ask  them  if  they   would  like  you  to   assign  one  or  if  they   would  like  to  select   one  themselves.   It  should  be  someone   in  management  who   can  help  them  with   their  career  goals.     Mentors,  like  the   buddy,  reduce  the   ramp  up  Jme  and   inspire  moJvaJon  in   your  new  hire.  
  • 23. It’s  criJcal  managers  show  their   employees  they  have  an  interest   in  them  as  human  beings,  not  just   as  employees.  You  can  do  this  by   keeping  the  channels  of   communicaJon  open.  Ask  for   frequent  feedback  and  remember   to  encourage  an  atmosphere  of   fun.     Foster  the  New  Employee  RelaJonship     Whether  it’s  working  out  at  the   company  gym,  playing  PicJonary   or  going  to  grab  an  ice  cream   cone,  it’s  important  that  as   they’re  learning  the  ropes,  your   new  hires  also  have  a  good  Jme   with  you  and  their  coworkers.  
  • 24. Manage  New   Employee   RelaJonships   CONSIDER  HOLDING  A  RE-­‐ORIENTATION  -­‐  All  employees  hired  in  the  past   quarter  come  back  to  ask  the  quesJons  they  hadn‘t  thought  of  Day  1.   Make  it  a  safe  environment  to  ask  any  quesJons  and  have  them   connect  with  the  colleagues  from  other  departments  with  whom  they   had  spent  vast  amounts  of  Jme  on  day  1,  but  didn‘t  really  interact   with  anymore.                                  Break  the  ice  with  a  fun  interacJve  game  or  acJvity.                                  This  is  a  chance  for  the  group  to  get  to  know                                  one  another  and  begin  idenJfying  itself  as  ‘us’.                      START  GROUP  –  People  who  start  together  have    a  higher  chance  of  building  lasJng  bonds  as  they                  spread  out  over  the  company.  Help  your  new  hires                  define  their  first  network  at  your  company  by                    assigning  them  to  a  start  group.    
  • 25. Research  has  found  that  strong  social  Jes  in  the  workplace  can   boost  producJvity,  make  employees  more  passionate  about  their   work  and  less  likely  to  quit  their  jobs.       When  we  look  at  what  makes  people  happy  and  effecJve  at  work,   it’s  being  able  to  spend  Jme  with  a  close  group  of  people.  You   need  to  structure  work  in  such  a  way  that  new  hires  have  those   opportuniJes.   A  feeling  of  connecOon    makes  people  want     to  come  to  work.    
  • 26. You  probably  had  some  help  on  the  climb     up.  Now  it’s  Jme  to  return  the  favor.  Give   your  Jme,  give  your  counsel,  give  of  your   emoJons  and  be  involved  in  the  process.     The    more  you  give  of  yourself,  the     bigger  the  impact.  It  does  not   have  to  be  terribly  formal  or   Jme-­‐consuming.  Carving     out  a  few  minutes  to  listen     shows  the  new  hire  they   are  important.     Schedule  1:1s  and  work   hard  to  keep  them.           Give  of  Yourself  to  the  New  Employee  
  • 27. Taking  breaks  is  at  odds  with   how  the  new  employee  wants   to  be  viewed,  but  it  is  not   Jme  wasted.  Brief  diversions   significantly  increase  one’s   ability  to  focus  on  that  task   for  prolonged  periods  of  Jme.       Get  up  and  move  around  to   get  the  blood  flowing  and   clear  the  mind.       Bonus  points  if  you  take  a   walk  outside!     Walking  just  10  minutes  will   relieve  stress,  reduce  faJgue   and  boost  mood.   Encourage  New  Employees  Going   100mph  to  Take  EffecJve  Breaks    
  • 28. Curiosity  is  key  to  empathy.   Ask  your  new  hire  about   their  struggles  &  strategies   for  coping  with  a  challenge   they’re  having  and  offer  to   help.  When  its  been  a   tough  day,  tell  them  go  get   a  good  night’s  sleep  and   recall  something  that  went   well  that  day,  and  be   thankful  for  that.     Life  always  offers  you  a   second  chance  .  .  .  its  called   Tomorrow.       Be  EmpatheJc  
  • 29. Encourage  QuesJons   It’s  OK  to  ASK!   You  want  to     take  the  Jme     upfront  to     make  sure  your   new  hire  knows     how  to  succeed,   because  if  they     don‘t  .  .  .       you  will  be   doing  this     all  over  again!      
  • 30. NOW  GO  GET  ‘EM  
  • 31. References   Data  Source:  Todd  DeweI,  Onboarding  New  Hires,  Lynda.com     Pg.  1,  2,  5,  6,  7,  10,  11,  13,  14,  20,  21,  22,  26,  27,  28,  29   Marcos  Chin  Artwork,  www.marcoschin.com     Pg.  4,  8,  9,  18       Photos  by  Thomas  Peschak,  www.thomaspeschak.com     Pg.  12    Photo  from  film  “My  Name  is  Doris”,  Red  Crown  ProducJons.  2016     Pg.  14    Decision  Tree,  “Fierce  ConversaJons”  by  Susan  ScoI     Pg.  15    ArJcles  on  Crea%ng  a  Compelling  Presenta%on  and  Personal  Branding     hIp://blog.ted.com/2014/07/15/10-­‐Jps-­‐for-­‐beIer-­‐slide-­‐decks/     hIp://www.forbes.com/sites/dailymuse/2012/02/14/the-­‐first-­‐step-­‐to-­‐building-­‐ your-­‐personal-­‐brand/#5e6a46dd2c72     Pg.  17    Quote  by  Dr.  John  Lund     Pg.  18    CommunicaJon  Studies  StaJsJcs  by  Dr.  John  Lund