How to adapt new employee
The adaption of the new employee is the responsibility of the manager. The manager has to incorporate the new hire into the team and has to determine the real job content for the induction period. The manager works with HR tools designed for the induction process and has constant feedback sessions with the new employee. HR provides some training session for new hires and provides mentoring in the area of corporate culture and soft skills utilized in the organization. The high-performing organizations have a strong focus on the rapid induction process for new employees.
The induction of new employees was a static process in the past. New employees went through the obligatory training – the “Induction Day”. The training was focused on basic policies and procedures in the organization. The new hires spent a large proportion of time by signing different papers, which are required by the local legislation. The new hires had the training about claiming the expenses and tracking the working time. The value added of the induction training was limited; the satisfaction of new hires was low; they were not orientated in the organization.
The modern adaption of new employees is based on quick socializing, making roles and responsibilities clear to newcomers and building strong networking capability. The new hires reach the performance standards quicker, when they have the network of contacts in the organization. They do not need a strong guidance; they need a friend to ask a question.
The socializing and networking role of the induction process becomes necessary. The high-performing organizations do not focus on the individual employees; the high-performing organizations focus on the process measurement and alignment of employees with the corporate culture. The corporate culture is transferred by living examples. New hires should get the formal mentor, who navigates new hires through the induction program. The top performers and high potentials understand the importance of the high performance for the organization, and they accommodate new hires quickly.
The key player in the induction process (adaptation of the new employee) is the manager. The manager has to design clear roles and responsibilities. The manager has to set the schedule of meetings to discuss the progress, issues, questions and wishes. The manager is responsible for the successful adaptation of the new hire. The manager has to keep the team productively, and has to introduce new ideas to the daily managerial job.
The manager should bring the clear roles and responsibilities. The job description of the position should be clear, and it should navigate the new employee at the beginning. The successful adaptation is in making the order in documents, in the beginning. The employee should understand, which information are relevant and which documents are relevant to be successful in the new role. The clear job profile is a critical component in the successful adaptation of the new employee. The employee can discuss the job content with colleagues, and they can explain the details. The colleagues are clear about the job content, and they do not spread any gossip about the new hire.
The orientation of the new employee is not about a one-day training. It is a process, which brings the new hire to be fully productive and makes him or her contributing member of the team. The induction program is a part of the recruitment process. The recruitment process does not end with the job offer acceptation. The recruitment finishes with the successful adaptation of the new hire in the organization.