The Global Human Resources Outsourcing (GHRO) team is sharing some hard-won business insights directly from the source.
”A Practical Guide to Human Resources Management” is a 266-page guidebook to the intricacies of the world of employment from Jeff Stinson, founder and president of Global Human Resources Outsourcing (GHRO).
Chapter 2: How to Make Them Feel at Home
In this video – A Practical Guide To Human Resources Management – Chapter 2 – Jeff Stinson, author of “A Practical Guide To Human Resources Management,” discusses new-employee orientation.
Now that we have found the right person, we are entering perhaps the most delicate phase of the employment relationship. I am sure we can all remember those first few days/weeks of the new job. We are not sure about a lot of things. For example, who is really our boss, and what about our co-workers, and what really goes on around here? For that matter, we may not even know where the bathroom is. During this critical first ninety days, new employees will either feel at home or start to question their decision.
This chapter lays out a roadmap for these first ninety days and provides some suggestions for solidifying this new relationship.
The First 10 Days
The first 10 days is what I would call the “get to know you” phase. The new employee gets to know the organization, its rules, culture, and key players, and the organization starts to make judgments about this new person’s real ability.
I believe most leaders are too busy to really bring a new hire through this process correctly.
I recommend a detailed schedule to be put together during the first 10 days and then adhered to strictly.
Use this time to meet vendors, customers or whoever else is appropriate for the employee’s situation.
A good new-hire orientation should include a discussion of the important matters like insurance, 401(k) pension, personal time off, review of the company handbook and much more. There are also a number of forms and confidential/proprietary information agreements that need to be signed and kept on file.
The Next 10 Days
The new employee has had two weeks to become acclimated to the company culture and key staff, so it is now time for constructive activity. In the Position Profile section of Chapter 1, there is a section for anticipated accomplishments for the first three to 12 months. These projects should be meaningful and contribute to the overall organizational goals.
Next: Chapter 3 – How to Measure a New Employee’s Performance