If you’re a business leader, then you’re likely already aware of how difficult it can be to make sure you hire the right person for the job. When it comes down to it, though, you eventually need to trust your judgement and offer the candidate you think is right for the job the position. And with a bit of luck, they’ll accept your offer. But now the real work begins, because while it would be nice for every new employee to hit the ground running, that just can’t happen. Here’s how to handle a new employee into your business.
Getting the Essentials Out Of The Way
There’s going to be a lot of paperwork to go through when a new employee arrives for his or her first day of work. These, as you’ll already know, are not the most exciting of tasks – and have virtually nothing to do with the actual job. When they first come in, it’s best to set aside the first couple of hours to nothing else beyond getting these tasks done, because once it’s done it’s done. It’ll include getting bank details, sorting out their tax, and informing them of any important company policies and procedures.
Knowing The Company
Even if you’re a small company, there’s going to be people that your new employee needs to know in order to do their job properly. They might also think of you as their ‘to go person’, when in actual fact they should be directing their company queries to HR or their team leader. Create an org chart creator from Pingboard, outlining who’s who in the company and the chain of command and have it ready to give to them. This won’t make them an expert on your company, but it will give them a handy tool that’ll enable them to find who they should be speaking to when they have issues.
Learning Their Role
It doesn’t matter how brilliantly prolific they were in their last role, or how much they dazzled you in the interview: when they turn up to do their new job, they’ll be more that they don’t know than stuff they do know. It’s up to you to bring them up to speed and to offer the level of training required for them to do their job to the best of their ability. To get them up and running as soon as possible, create a training manual in advance of their first day.
Giving Them Freedom
As they settle into their role and understand what’s expected to them, you’ll have to learn to give them freedom from your watchful eye and let them work creatively. You didn’t hire them to perform a task for you: you hired them to bring their expertise to your company and use that expertise to make it grow. It might take weeks or months, but you should gradually be phasing out telling them what to do and phasing in listening to their ideas and giving them the tools to implement them.
