This article, the first in a series of three, discusses the importance of properly orienting new hires to your organization. Part 2 will provide guidelines for conducting an effective corporate-level program, and Part 3 will provide strategies for assimilating new employees to their specific department and job.
Jack listens as a company representative lectures for several hours about ABC, Inc. He leaves the meeting feeling disoriented, remembering little of what he has heard, and wishing he had gotten to know some of the other participants. Upon returning to his department, he is told by the secretary to read the Employee Handbook until his manager has some free time. Three hours later, his manager drops by his desk (which, because his own computer and telephone have not yet been set up, is actually the desk of a vacationing co-worker). Before rushing off to another meeting, his manager instructs him to sit with Jill to observe her as she performs her duties. Not only is Jill unprepared to train Jack, she isn't even aware that someone new has joined the department. Furthermore, dissatisfied with her recent performance appraisal, Jill spends more time complaining than working. At the end of the day, Jack leaves work famished because no one had invited him to lunch or even bothered to show him where the cafeteria is located.
Sound familiar?
As in any relationship, first impressions count. Unfortunately, Jack's introduction to ABC, Inc. did not set a positive tone for his career with the company. His first day was a huge disappointment; it was confusing, disorganized, and disconnected. Only hours after arriving at work so full of excitement and high expectations, he began to regret his decision to accept the position.
During the first few days on the job, a new employee seeks confirmation that joining a company was the right decision. His or her earliest interactions, therefore, are critical. First impressions, after all, are often lasting ones! Seize this chance to present your organization and department in a positive light; you otherwise run the risk of bitter staff members spreading their negativity, as illustrated by the example above. Even if Jack's experience with Jill were a pleasant one, however, his manager's failure to make time for him implies that he is neither important nor valued.
 |
Go To Page: 1 2
