Getting the New Hire Off to a Good Start

A successful first 90 days will increase employee retention and productivity

Periodic inquiries will help you understand the new hire’s personality and work habits

The first 90 days is often referred to as the probationary period. A more accurate description in the professional world is the “getting to know you” period. The first week of employment is generally filled with meetings and informational sessions. Taking some time for periodic check-in meetings and discussions will establish open lines of communication between the supervisor and the new hire. The new-hire’s mentor should also participate in this process.

A ten week timetable of steps and content for these discussions leading up to 90 days might include:

Week one

• Ask the new hire to complete a personality test such as Myers-Briggs, Humanmetrics, or Grit_Test
• Review the company’s performance evaluation criteria
• Explain to the new hire what you absolutely need the employee to do in the first 90 days
• Ask the new hire to update his/her profile on LinkedIn or other social media sites

Week two

• Review the personality test results with the new hire. Share your personality type and your co-workers personality types with the new hire
• Inquire whether the new hire has all the equipment/ job tools needed to complete tasks and assignments
• Reiterate your absolute needs for the first 90 days and describe any stretch goals for this period

Week three

• Inquire whether the new hire’s orientation was helpful. Ask whether there is anything that should be changed or added
• Is there anything the new employee needs but does not have access to?
• Ask the new hire to set goals for her/himself
• Consider creating networks for the new hire. It is best if these happen serendipitously but you can also send introductory emails with comments such as “you two should get together”

Week four

• Review the new hire’s goals and discuss overall performance goals for the group, department and company
• Inquire whether the new hire wishes to receive any training or professional development

Week five

• Describe the “why’s” of the company: why it was founded, why procedures are defined as such, why customers buy from the company. I think it is important to make this an interactive session.  Solicit the new-hire’s views about these topics and then describe your own opinions. Consider including the entire group in this session so everyone can share their views.

Week six

• Inquire whether the mentor system or the networking emails have been helpful.
• Inquire whether any changes should be made to the mentor system. Is there anyone else the new hire should meet? Can you, the supervisor, make any further introductions?

Week seven

• Discuss whether there have been any surprises about the job. Is there anything the new hire knows now that the new hire should have known at the start date?
• Discuss the following chart with the new hire. Employee confidence tends to erode in the immediate months following the hire date before rebounding later on. This erosion is particularly pronounced in post-college, entry-level workers. I think this reflects the fact that in most task-driven jobs, all tasks in the first year are new. As the new hire’s manager, you can allay the employee’s fears and let him/ her know these feelings are natural and will rebound over time.

Week eight

• Check back on progress toward the absolute goals for the first 90 days. Are your expectations being met? Are there any barriers that will prevent these goals from being achieved? Is the new hire working on achieving any identified stretch goals?

Week nine

• Ask for ideas to improve work across the department. What has the new hire seen at other companies that would be helpful at your company?

Week ten

• Set a 90 day review meeting (for week 12) with the new hire to discuss performance. Ask the new hire to draft a self-assessment for discussion during the performance meeting

I like spreading these conversations over several weeks because it makes it seem less like an inquisition. The open-ended nature of the questions fosters conversation, establishes connections and allows a new hire to show personality while the new hire’s general work performance proves expertise. I think the best way to hold these sessions is during “coaching walks”. Grab a coffee or walk to lunch with the new hire.

One difficulty I sometimes encounter in this process is that the new hire is reluctant to share his/ her views. Speaking about my experiences and observations can help to break the ice. Finally, note that these questions should complement discussions of on-the-job performance. As the employee performs work and assignments, the manager should evaluate the work and provide interim feedback.

Conclusion

Proper on-boarding will improve employee retention and make the new hire more comfortable performing assigned duties.

We’ve developed these processes at Cristo Rey School.

Next, I will discuss the new hire’s first performance evaluation.

Related articles:

Preparing For an Employee’s First Day

3 Considerations Before Hiring a New Employee

3 Tips When Hiring in Today’s Econom