A Team of Leaders by Gustavson Paul; Liff Stewart;

Author:Gustavson, Paul; Liff, Stewart;
Language: eng
Format: epub
Publisher: AMACOM

Naturally, you can tweak these principles and customize them for your team. The key is that they be consistent with your values, systems, and processes and result in the selection of the right people for your team.

ON-BOARDING

This is your opportunity to have your new hires get off to a good start. It is your only chance to shape the new employees’ first impression of your team and the organization, so you want to do everything you can to leverage each person's energy and enthusiasm. If you don't, you may quickly find that your new employees become cynical because of the way they are treated and the wrong message(s) they get.

It is always a shame to see new employees report for orientation in a dark and depressing room. Moreover, they may then have a series of bland and uninspired speakers address them who unintentionally (or perhaps intentionally) send a message that they really don't want to be attending the session. Imagine how that makes the newcomers feel on their first day of work. Is it any wonder that so many people get turned off so quickly?

Fortunately, there are a number of tried-and-true strategies that have been proven to work when on-boarding new employees. Let's list some of these strategies:

Provide at least a two- to four-hour orientation session to the new team members. Hold the session in a bright and vibrant area that makes it clear the employees are valued.

Bring in a series of knowledgeable and enthusiastic speakers, including the team leader, who can address issues of importance to the attendees and answer their questions.

Address these topics, among others, in this session: – The history of the organization/team

– Its mission, vision, and core values

– Critical issues the organization/team faces

– Expectations

– Human resources management issues (pay, promotions, awards, benefits)

– Union issues, if any

– Questions and answers

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