No one has a bigger impact on a new team member’s success than the manager who hired them. Here are some tips on how to set your new team member up to succeed…
Investing time in onboarding brings new team members up to speed faster, which means they’re more quickly and efficiently able to contribute to the business. Effective onboarding also dramatically reduces failure rates and increases team member engagement and retention. The time between someone accepting an offer and starting their new role can be used to jump-start the process.
Even if new team members are already in their new job, there are many ways to get them up to speed faster. The starting point is to take care of the “onboarding basics” – such as documentation, compliance training, office space, support, and technology. Fortunately, most firms do a reasonably good job of these elements. The real work begins with integrating new team members into the business.
Understand the challenges
Starting a new job is challenging. Even experienced professionals can struggle as they are unfamiliar with the business, don’t understand the culture and aren’t fully aware of how things really work. New team members have to learn a lot and may be feeling quite vulnerable, even when they seem outwardly confident.
Managers need to get involved
Managers have a vested interest in onboarding their new team members effectively. They need to coach their new recruits, check-in with them regularly and be ready to intervene if things look like they might go off-track. This requires an investment of time and energy but can help the team member to secure some early wins, which can boost their confidence, their credibility within the firm and will increase the likelihood that they will succeed in their new role.
Make them part of the team
New team members need to build effective working relationships with their peers. The arrival of a new team member should be communicated prior to their start date so that the team understands who the “new person” is, why they have joined the team and the role they will fulfill.
Once they join, a team lunch or social get-together is a good investment as it helps to connect your new team member with others in the team in a more relaxed setting. Outside of the new team member’s immediate team, there are likely to be other stakeholders who will be critical to their success in the job. A good manager will take the time to set up introductory meetings with key stakeholders so that the new team member gets connected with the right people from the start.
From the beginning, a manager should explain to their new team member what the expectations of the role are and set some key objectives for the first 100 days. The team member should be clear on what they need to do, how they should be doing it and what the purpose of the role is within the context of the wider business.