Welcoming New Recruits

Everyone remembers their first day starting a new job, that feeling of what is going to happen, what am I going to do and who am I going to meet. That first day sets a lasting imprint on our memory and therefore is crucially important in setting the tone for someone’s employment from the very start.

Here are some top tips for managers to ensure new recruits remember the start of their new job in a positive way.

Pre-employment

Before their first day it’s always a good idea to send new team members as much key information as possible, a warm welcome message together with information such as what they need to wear, where they need to go and who / where they need to report to on that first day. There could also be some additional reading about the business to help them gain knowledge, many firms now have a ‘Welcome’ brochure they send to new recruits containing high level business information alongside some information about the teams. It is important to give them a point of contact at this stage and to welcome any questions or concerns they may have before they start. A tip here is not to overwhelm with too much information, this should be the key practical information they need for their first few days.

Setting the right tone

Setting the right tone from day one is important to ensure the team member gets off on the right foot. I have witnessed some bad examples of this over the years from “so glad you’re here, we’re so busy at the moment we’re going to have to start you off straight away with a full workload” to “sorry I’ve only just been told you were starting today so bear with me”. Try and put yourself in their shoes, is this the kind of message you would like to hear on day one? The best ways to introduce team members at this early-stage centre around a positive welcome and structure. A personalised welcome, organised office tour, and arranged (well thought out) meetings are an effective way of achieving the right tone. Scheduled time with IT, ensuring systems, log in details and technology is all sorted is a good way to introduce your new team member to the IT team and ensuring they have the correct tools to be able to work straight away.

Mentoring

Allocating a buddy or mentor to the new recruit is an effective way to give them a point of contact during those first days, weeks and months to address any issues or just to provide support as they begin their new role. Mentoring not only provides the new team member with a solid support system but it can be an effective way of developing existing team members by empowering them with additional responsibility. Often a key way to develop ourselves is to pass on our learning and the benefits of our experience to others. These can be vital relationships for new team members and provide the mentor with the opportunity to be involved with the new team member's review process and provide key information to management to ensure the settling in process is working.

Training

Training on company policies and procedures, systems and processes should be arranged and in place during the first week ideally but certainly within the first couple of weeks of employment. This is the best time to capture the team member before they begin the day-to-day role. This is once again an opportunity for the firm to provide the new team member with some structure within their opening period and ensure they have the information they need. There is little point in having their training on an IT system weeks after they have started when they have already had to use and try and make sense of the system. It is important to obtain as much feedback as possible from the new team member during this phase to ensure we are continuing to improve our induction processes. Not only does gathering feedback benefit the firm,  it also demonstrates to the team member that the firm values their views and listens, a hugely important part of the relationship.

Finally, during this process of integration there should be regular check ins and reviews. This maintains a good working relationship between team member and manager and provides both with the opportunity to review progress and identify any additional training needs. The manager should be consciously accessible during this early stage as this sets the tone for the ongoing working relationship.

Summary

Having a strong induction process gives increased job satisfaction, not only to the new team members but to existing ones, who can participate in the process. Existing team members don’t have to spend time training new starters in processes which could have been achieved in a more effective manner e.g. with a group training session or a session with the IT department. A strong induction is also known to improve team member retention as there is far less likelihood of someone ‘walking out’ because they feel they haven’t had enough support or becoming overwhelmed with work due to ineffective management during their first few weeks. Finally, a strong induction will integrate your new team members much faster imparting them with the knowledge and skills they need to be functional in their roles. It will also provide them with strong working relationships that they can build on throughout their time with the firm.

We should never forget what it feels like to start a new job, what it was like to be new and unsure. Alongside the excitement of pastures new, there are often deep feelings of anxiety about the change. If we place value on our team members integration at the heart of our induction planning, it will provide your firm with the basis for a strong, effective and memorable welcome for your new recruits.

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If you would like additional support in this area, please get in touch info@3Qhub.com

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