How to Onboard New Employees Like a Champ
No one likes starting a new job. If I had to choose between landing at a new company or reliving the time in high school when I face-planted on the pavement in front of everyone and my backpack landed on my head, I would pick the second because at least that only lasted a few minutes. Newbies are awkwardly out of place at the office for at least the first three months. If you’re a manager, consider the tips below to ease the transition for your entire team.
Give them a map: It’s standard practice to walk the new employee around the office, introducing them to the whole gang. Although intentions are good, it’s impossible to remember any of the names or important locations. A small map showing the boardrooms, photocopiers and bathrooms is invaluable. Throw in an org chart while you’re at it. These are the best two tools for anyone unfamiliar with the business.
Assign a buddy: In the above-mentioned parade, most employees will kindly offer to answer any questions in passing. However, it’s easy to retreat into a shy turtle shell during those early days and it’s not always clear who is sincerely offering to help. Task a seasoned team member to be the new person’s unofficial guide. That way they can be sure at least one person is truly available to them.
Give non-work advice: People are hired for their professional expertise but fitting into a new office is all about adapting to corporate culture. In between sharing project details, let the new recruit know what everyone does for lunch, when departments head out for the day or what clothing is acceptable.
Keep the first morning free: It’s understandably difficult to devote hours to a new worker. But giving your undivided attention at the start makes a world of difference and can help them hit the ground running. Oh, and don’t forget to note the start date. I once began a new role but my boss forgot about my first day. I sat alone at reception for over an hour nearing tears until they finally sent me home, unable to locate my missing manager.
Forget job shadowing: No one likes having a new person hovering over their shoulder while they work. It’s also not the best way to learn. Instead, let new charges attend meetings with everyone on the team. They can catch onto the lingo, ongoing tasks and meet folks in a natural setting.
Reading material: Even if the company is a cutting edge software empire, there will always be a delay providing a new worker with a computer, email and phone. While they wait, dump everything you have on background material: brochures, presentations, annual reports - whatever. Not only will this help provide an understanding of the business practices, but it will also make the person feel like they’re doing something valuable, rather than taking up space.
Check in: I’ve had bosses who travel a ton and I understand the challenge in finding time to train someone. A swamped manager should at least try to send a daily note asking if their newest team member has any questions - or just to say hello!
