Start Right For Success

Research indicates just what you probably thought: most people start a new job with enthusiasm and a very positive view of the company and the opportunity.

Here are two views on how to start that new job for success:
- your role as the new employee
- your role as manager of a new employee

A. STARTING A NEW JOB

The first few weeks on a new job are usually scary and exciting. You are full of desire to do well. Maybe you worry about hidden issues or office politics. What you should pay attention to is setting the stage for your longer-term success.

Here are some tips.

1. The obvious

• Dress in something that makes you feel good and is just a little more dressy than what your co-workers wear.
• Leave home with plenty of time to get there -- even a bit late is a killer the first day.
• Bring documents the company sent you to fill in and your identification documents

2. The orientation (if there is one)

• Pay attention and take notes, even during any boring parts. Often you are making important benefit decisions which cannot be easily changed. With luck, you will also learn what the organization thinks is important and its goals or strategy.
• Ask all the questions you have.
• Save all the materials you get -- some may be most useful in the office, others at home. Set up a file for them for easy reference.

3. First meeting with your new boss

• Remind her of what you know about the function's role in the organization and the job and ask for more details.
• Ask about what needs to be done in the first week and first month
as well as when the two of you will set up your objectives for the first six months.
• Offer to write a short blurb about your background for her to send to your new co-workers.

4. Meeting your co-workers

• Once you have been introduced around the office, take a little time each day the first week to talk to the people you work with. Find out their background, ask their advice on who else you should meet, ask about places for lunch.
• Ask your boss which other people you should meet and introduce yourself.

5. Be productive quickly. But learn the local culture before you try to change the way they work.

6. Ask for a second meeting with your boss within the first two weeks. This one should cover:

• the performance planning and review process,
• any questions you have to date, and
• ask for her feedback on how you have started,

You create many of the factors for your success on the job by establishing yourself as a positive, productive employee immediately. Additionally, if you learn the organization's goals and culture quickly, you can be effective quickly too.

B. MANAGING THE NEW EMPLOYEE

Supervisors begin supporting new employees before the person starts. First, make arrangements for the tools the person needs. These tools include work facilities, equipment, materials, and information on procedures and practices. A new web designer who arrives to discover that she has no computer for the first weeks is not going to be productive or happy.

Other staff members should be informed of the new person's arrival, function and background so that they are prepared to welcome and assist the person.

Second, set up a work plan for the first month. This should include the company orientation and paperwork for new hires. You should introduce the person to other members of your unit as quickly as possible and then to those others in the organization with whom this person will interact.

Consider having another person act as a sponsor to show the person around and help the person learn the informal systems. This involves another person in the new person's success as well as reducing the time demands on you.

Whether the person is a new hire or just new to the work unit, the first month's work plan should include orientation to the function and responsibilities.

1. A new hire needs to know about the overall organization and where their work will fit in. This includes a detailed discussion of:

• organization history, philosophy, strategy and goals;
• the business and marketplace or competition;
• the function/department's role in the organization, and then
• the job itself.

2. Make clear the connections between the person's functions and the larger organization as well as how this position fits into the overall strategy.

• Job content, responsibilities and standards should be clearly explained.
• Include interfaces with others and how this position affects others in the company.
• Review why you hired this person and reinforce the positive expectations which you have.
• Describe your performance expectations and standards.
• Talk about your supervisory style and the way you like to work.
• Describe your staff meetings and any other meetings you want the person to attend and how these work.

4. Discuss work plans for the first few weeks. If you expect and demonstrate high performance standards immediately, you will usually get high performance rapidly. Taking the time in the beginning reduces the probability of time-consuming rework and corrective actions later.

5. Later in this first month, you should meet to discuss how the assignment is going, address any needs the person has, and provide some feedback.

6. During the first month, you should also plan time to describe the performance appraisal process. This should be a planned, formal discussion to communicate the importance you place on the person joining your team and contributing successfully. It should also be a time to clarify the person's needs and expectations.

7. Finally, in planning for the first month or two, you may want to include some developmental activities. These might include attending meetings, serving on a task force, or a special project. This allows the person to meet others in the company and gain additional business knowledge. Also, their new perspective may offer a creative solution to current problems.

Research shows that the way a manager prepares for and orients a new employee is directly related both to the person's productivity and their retention. The majority of employees who leave in the first two years do so because of managerial errors in the first months. Since these employees are directly related to your success, take the time to ensure both of you will succeed.

Back to Top