Interestingly, many organisations celebrate more when an employee leaves the company than when they arrive.
I had a job that went south on me from the first day that I arrived. You know that sinking/sunk feeling in your gut which immediately asks the question ‘what have I done?’
The job looked like it had all the characteristics I had been looking for: Lots of freedom to market and sell myself and our offering; a reputable brand; a good location; a reasonable commission structure. In other words, a great fit.
Then reality set in. My boss wasn’t in the office for the first week. I was provided a binder filled with traditional bland marketing material and operational info which took all of two hours to digest. There was a one hour session with the Managing Director where we talked about pretty much nothing. And finally there was an environment around the office of people being berated by management. It was a bit of a gong show.
One individual after another walked by my office without a hello or an introduction. It had been up to my manager to introduce me around and set the wheels in motion and he was AWOL. I know he had important stuff to do but it was as if I was a total afterthought. Ouch!
Happily, the vast majority of employees are filled with enthusiasm when they begin a new job. Sadly, this often turns to frustration and apathy when the initial on boarding process goes amiss and when ‘buyer’s remorse settles in.
Why not learn to celebrate and appreciate the value of an employee from the start. To accomplish this, think about these steps when bringing on your new people into the company:
Use this blueprint template as a discussion point. Here’s mine.
If people do leave and you think it may be due to lousy onboarding, do a proper exit interviews after the fact. People generally won’t tell you the real truth on leaving your firm. They don’t want to upset the their former employer and are nervous about getting a lousy reference and being seen as a trouble maker. If you check in with them after a month or so (after the initial pain is gone) you can get all sorts of insights as to where you went right or wrong.
It’s your responsibility to find, hire and manage an employee to your mutual success. Don’t make a promise that you can’t keep, and don’t spend the probation period treating them like they don’t matter. Follow those two simple rules to a long and happy relationship!