training & development
like, including necessary tasks and final
outcomes.
It can also be beneficial to discuss with
new hires any workplace behaviours or
strategies that are unfavourable to a particular
organization so the employee isn’t
caught off guard in the future. However,
keep the conversation as positive and constructive
as possible.
CLARITY ON HOW
PERFORMANCE WILL BE
MEASURED
What data, if any, will the supervisor be
looking at to determine level of performance?
Evaluations should be as objective
as possible, which means they should be
data-driven. Communicate clearly to the
new hire how their manager will be assessing
their performance.
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AUTHORITY
What decisions will the employee have
autonomy on? What decisions require
consultation with a manager (at least in
the short term)? Informing new employees
how much authority they have will
empower them to make decisions on their
own where they’re able to, and gives them
more concrete guidelines for when they
should be reaching out for assistance from
their manager.
AGREEMENT ON FUTURE
ACTIONS
After laying out all of the above, go back
through the expectations and assess with
the employee what assistance they need to
be successful in the short term. Decipher
the employee’s expectations in terms of
training, coaching, consultation and managerial
support. Discuss a training schedule
and offer support in terms of reviewing
draft products and setting up meetings to
review progress.
If the new hire feels they have the confidence
of the management team as well
as support for when they have questions
or concerns (and have experienced a culture
where it’s encouraged for them to
voice concerns), their “honeymoon” period
should continue well into the future.
How long does the onboarding process
take? While there is no definitive answer,
it doesn’t end until the employee unequivocally
understands the concepts above.
Managers and HR professionals can
check in with the employee periodically to
ensure that the onboarding process is progressing
as expected.
It is important to establish early on
that as a supervisor or HR professional,
you view your job as partnering with the
new employee for their success. For employees
who have previously felt judged
or not supported, this can make them feel
comfortable and valuable to a new organization
and avoid future recruitment
requirements. The rewards in terms of
motivation, performance and quality of
working relationship are huge. ■
William Dann is president of Professional
Growth Systems and author of the book
Creating High Performers: 7 Questions to
Ask Your Direct Reports.
36 ❚ MARCH/APRIL 2015 ❚ HR PROFESSIONAL
