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Digg it UP - Starting Your New Employees Off Right
Not too long ago I was booked into a hotel which treated the guests as though they should be grateful to be able to stay there. The service left much to be desired, despite their great Citizen's Charter which was paraded everywhere and I made a mental note, as well as passing the word along, about not staying there in the future. Stuck in my room feeling cross and unhappy,
Provide them with an outline of the training they will receive and when (eg – on specific business or computer systems)
Buddy them up with someone in the team who can look after them in the first week and answer their questions.
After their First Day
Check in with them at the end of the first week to see how they are coping. Ask what else they need, or what you can do to hel
“This branding iron is hot boys, just how many butts you wanna burn?” When Tom Seleck spouted the phrase in a popular western, he was talking graves; Levi Straus and Wrangler brand their denim jeans, and local cowpokes brand the hip of their cattle to mark their territory. Some random ranchers may have moved on over to ear tags, but when I see cattle from the Bar V, I know
The best companies have standardized induction processes that can span several weeks, involving building tours, meetings with key individuals, training programs on company history, introduction to systems and so on.
Starting a new job can be an anxious time. Not only are you unsure of yourself, you also have yet to truly evaluate the company now employing you. Day 1 is an employers’ best opportunity to make a new employee feel confident that they have made the right decision.
So what happens in your business? It’s not necessary to go have a program that extensive if your business is smaller, but there are some basics.
Before they Start
Make sure there is a desk and chair for them before they start. Arranging it on their first day makes it seem like you forgot they were coming (and maybe you did….)
Arrange any computer equipment and telephones before they get there. Don’t forget to issue any passwords or logon’s they might need.
Let the team know what day they will be starting, and what their responsibilities will be.
On their First Day
Be there to welcome them
Finish off any outstanding paperwork
Give them a tour of the office
Introduce them to the team and discuss relevant team processes (eg – weekly meetings etc)
Take time to explain other significant company processes and how they work. For example, how their performance will be monitored and managed, and how they will be rewarded.
Go over their key responsibilities and what you expect from them in their first 3 months.
Provide them with an outline of the training they will receive and when (eg – on specific business or computer systems)
Buddy them up with someone in the team who can look after them in the first week and answer their questions.
After their First Day
Check in with them at the end of the first week to see how they are coping. Ask what else they need, or what you can do to help
One of the first references in the realm of branding was presented by Robinson (1933), who maintained that it is possible to sell to different target audiences a variety of brands of the same product that are similar to one another. The reason is that they are different in quality, have different names, and bear different labels. Since this historical reference, branding h
Starting a new job can be an anxious time. Not only are you unsure of yourself, you also have yet to truly evaluate the company now employing you. Day 1 is an employers’ best opportunity to make a new employee feel confident that they have made the right decision.
So what happens in your business? It’s not necessary to go have a program that extensive if your business is smaller, but there are some basics.
Before they Start
Make sure there is a desk and chair for them before they start. Arranging it on their first day makes it seem like you forgot they were coming (and maybe you did….)
Arrange any computer equipment and telephones before they get there. Don’t forget to issue any passwords or logon’s they might need.
Let the team know what day they will be starting, and what their responsibilities will be.
On their First Day
Be there to welcome them
Finish off any outstanding paperwork
Give them a tour of the office
Introduce them to the team and discuss relevant team processes (eg – weekly meetings etc)
Take time to explain other significant company processes and how they work. For example, how their performance will be monitored and managed, and how they will be rewarded.
Go over their key responsibilities and what you expect from them in their first 3 months.
Provide them with an outline of the training they will receive and when (eg – on specific business or computer systems)
Buddy them up with someone in the team who can look after them in the first week and answer their questions.
After their First Day
Check in with them at the end of the first week to see how they are coping. Ask what else they need, or what you can do to hel
Most Entrepreneurial Businesses Are Very Small—We Might Accurately Call Them “Tiny”Recent research published by the National Federation of Independent Business (NFIB) has reported that approximately one-third of small businesses with nine or fewer people are located in someone’s home (National Business Poll: Business Structure, Dennis, 2004). Most sma
Before they Start
Make sure there is a desk and chair for them before they start. Arranging it on their first day makes it seem like you forgot they were coming (and maybe you did….)
Arrange any computer equipment and telephones before they get there. Don’t forget to issue any passwords or logon’s they might need.
Let the team know what day they will be starting, and what their responsibilities will be.
On their First Day
Be there to welcome them
Finish off any outstanding paperwork
Give them a tour of the office
Introduce them to the team and discuss relevant team processes (eg – weekly meetings etc)
Take time to explain other significant company processes and how they work. For example, how their performance will be monitored and managed, and how they will be rewarded.
Go over their key responsibilities and what you expect from them in their first 3 months.
Provide them with an outline of the training they will receive and when (eg – on specific business or computer systems)
Buddy them up with someone in the team who can look after them in the first week and answer their questions.
After their First Day
Check in with them at the end of the first week to see how they are coping. Ask what else they need, or what you can do to hel
The best use of an interviewer’s time is spent prior to meeting the applicant. A quality prescreen of each candidate does two things: It saves the interviewer time by identifying undesirable candidates up front and allows the interviewer to prepare more fully and tailor the interview to each candidate. A quality prescreen should include a thorough review of all materials
Be there to welcome them
Finish off any outstanding paperwork
Give them a tour of the office
Introduce them to the team and discuss relevant team processes (eg – weekly meetings etc)
Take time to explain other significant company processes and how they work. For example, how their performance will be monitored and managed, and how they will be rewarded.
Go over their key responsibilities and what you expect from them in their first 3 months.
Provide them with an outline of the training they will receive and when (eg – on specific business or computer systems)
Buddy them up with someone in the team who can look after them in the first week and answer their questions.
After their First Day
Check in with them at the end of the first week to see how they are coping. Ask what else they need, or what you can do to hel
Letterhead printing is a fixed system used by business or professional organizations on their campaign. It shows up the logo with the address of its respective companies on the top. In the modern world, usual letterhead prints are being made using laser and inkjet printers.Letterheads are the ones that are pre-made on business letters which carry the logo of a parti
Provide them with an outline of the training they will receive and when (eg – on specific business or computer systems)
Buddy them up with someone in the team who can look after them in the first week and answer their questions.
After their First Day
Check in with them at the end of the first week to see how they are coping. Ask what else they need, or what you can do to help
Check that their training is taking place on schedule
Check in with other team members to see how the new employee is faring
Over the next few months, closely monitor their progress and satisfaction with the job. Take any steps you need to to fill gaps or provide additional support.
Make the effort and ‘wow’ your new employees during their first week. An organized and comprehensive introduction shows the new employee that you are serious about them, and sets the company sets the foundation for a long and productive relationship.
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Related Articles:
Avoid Common Business Start-Up Mistakes
An Entrepreneurs Guide to Job Hunting
Serving the Client's Best Interest is Not Always in the Client's Best Interest
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