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Engagement Arrangement
May 07, 2008
Employee engagement, you've probably heard, is essential to a high-performing workforce. What you might not know is engagement begins on day one.
By Renée Cormier
It's true. Most people are pretty enthusiastic when they start a new job. Sadly, on that first day, a large number of new hires are left feeling like an imposition, and end up questioning their decision to accept the job offer. New hires are at their best on their first day. They are keen to make a difference, and can't wait to get into the meat of their work. Unfortunately, most companies are ill prepared to start their newbie, and end up jeopardizing the new hire's level of engagement.
The Welcome
To make the new hire's welcome most effective, everyone needs to be prepared for the arrival of their new colleague. There is nothing worse than starting your new job, only to discover no one is available to work with you, and no plans were made to get you off to a good start. Did you ever notice everyone who leaves their position (willingly) usually ends up with a big party and a gift with a card signed by everyone? Why can't companies welcome new people with as much fanfare? What a beautiful way to start a job.
Giving new hires a feeling of acceptance right from the start fuels enthusiasm and cements their commitment to the company. Have the party at the beginning of the workday. Welcomes are for the beginning of the first day, not later in the day, and definitely not later in the week. Decorate the office, if you can. Order a cake with the person's name on it and give them a little welcome package wrapped as a gift that will help them with their work (a calendar, a pen, keys, a mug, restaurant info, important numbers, or a floor plan). It doesn't have to be extravagant. It's all in the presentation!
Get everyone in the office to have lunch with the new person (one at a time over a few weeks) so they can get to know each other individually. Each day should have an action a staff member must take to get the new person involved in the culture of the company. It doesn't have to cost money. Spending the time is what’s important, so if there is a group that goes bowling on Thursdays, be sure to invite the new person to join the group. If you raise money for a charity, have the new hire get involved.
Partners & Mentors
Every new employee should have a group of people to rely on for job-related information, and a mentor. Assign these people very carefully. To keep engagement high, first determine who your most engaged employees are. Statistically, according to Gallup, if you have a group of 10 employees, approximately three will be highly engaged; five will be somewhat disengaged; and two will be completely disengaged. The latter group will try to act as the corporate informant and let the new hire in on all the gossip and pitfalls of the organization, and some members of the middle group may do this as well. Don't give them extra opportunity to call your fledgling over to the dark side. Get your best people (the keenest, brightest, most productive, and enthusiastic) to work with your new employee. Put them on projects together and get them involved in the orientation and integration process. Make them the go-to people as much as possible.
Get To Work
As mentioned earlier, new hires are eager to make a difference. Find out where their greatest strengths are, and put them to work on something productive and meaningful right from the start. Don't have them do work that is not in their job description. For example, if you hire a director, help him or her get into the job with a meaningful project assignment. They can partner with other people in the department to get it done, and understand more about the business in the process. Don't ask your new hire to follow people around to "observe," or stick them in a room to clean up shelves. That's demeaning, unproductive, and bad for morale. Each time you have your new hire do something meaningless, you drive him/her closer to the door. The unspoken word is, "we don't recognize your talents and have no use for them, anyway."
Promises, Promises
A lot of companies get swept up in the excitement of hiring, and promise things to employees only to forget later. The new hire is left waiting for gold to fall from a bucket into their laps and it never comes to fruition. You may forget, but employees never forget. Make a list of what you promised, and set forth a fair timeline, along with appropriate objectives, so you can deliver on those promises. Have a discussion with your new employee about his/her expectations as well as your own, and provide support for continued success. Doing this demonstrates integrity, and moves you closer to building continued engagement and loyalty in your new hire.
Appraisals
New employees need lots of guidance and support in their roles, but they also need feedback. Don't fall into the trap of continuous criticism. Criticism is never constructive, and always is destructive. No one needs that. Even the term "appraisal" sounds intimidating. Turn those appraisal sessions into a relaxed one-on-one mini-meeting where you can review goals, provide support, and bond with your new hire. Remember, we all need to feel valuable, and disengagement is directly tied to feeling under-valued. Praise efforts, acknowledge accomplishments, and look for the good. Never focus on the negative. Saying, "You could have done this better," is not conducive to engagement. Be friendly, not threatening. People are more inspired by warmth than coldness. An open, non-threatening communication style motivates and builds loyalty. That's what employee engagement is all about.
Continuing Development
How do you support your new hires in getting around the learning curve? Whether you hired from outside your organization, or promoted from within, everyone needs a plan for continuous learning that includes soft skills training. It is well known people get hired for their technical skills and fired for their people skills. If you hired someone to a management position, ensure they receive ongoing leadership training that develops skills in communication, leadership, team building, delegation, and building trust. If you hire a customer service agent, give that person continuous relevant training as well. No matter what position a person holds, they deserve the opportunity to cultivate their skills for their own benefit, and that of the company. I met many people who worked in companies, and climbed the corporate ladder, but never took a course in anything that really mattered to the success of the company. Soft skills matter a lot, and anything you do to tell your employees they are important to your business will contribute to engagement and put money in your company's pocket!
Renée Cormier is president and owner of POWERHOUSE CONFERENCES, a company dedicated to working with people to produce better business results. Renée has spent the last 11 years as a training and development professional. She uses her experience in business and adult education to develop and implement training programs designed to deliver business results that positively impact the bottom line. To learn more, visit www.powerconferences.ca, or send an e-mail to renee@powerconferences.ca.
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