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The Essentials of New Employee Orientation: Day 2 and Beyond

Now that the employee’s first day is in the rearview mirror (read our first installment here if you missed Part 1 of this series), it’s time to explore some must-dos for the upcoming weeks and months.

Set Expectations

The first week should be all about setting expectations (for you and your new hire):

  1. Explain to your new hire what the company and his/her assigned team will expect.
  2. Learn what expectations your new employee has for the company and his/her career.

After the fury of Day 1 has ended and your new employee has had an opportunity to mentally process the information from the first day, it is imperative that a direct supervisor or HR manager has a meeting with him/her at the start of Day 2.

The meeting should be a forum for the employee to share what was learned on Day 1 and how the information was processed/interpreted. During the course of the discussion, see how the new employee responds to the following inquiries:

  • What is the organization really about?
  • What is it like to work here?
  • Where do I find what I need to effectively do my job?
  • Where does my job fit in?

If your new employee is struggling to answer these questions, you can address them right away before confusion or frustration sets in. You can also identify the possible areas in which you might need to adjust your orientation process for future on-boarding. In fact, this one-on-one is a great opportunity to talk about your practice’s philosophy on employee training and growth. Learn from the employee what he/she envisions professionally in the future and how your organization can benefit from (and participate in) his/her growth. Discussing this right away is a phenomenal way to set a motivational standard and get the “buy in” from your new team member straight out of the gates. Just be sure that you record and remember these discussions for future reference.

In order to further demonstrate the new employee’s role and responsibilities within the context of your practice, you should schedule a meeting with the employee and his/her core team during Week 1. During this meeting, individuals can speak about their tasks and responsibilities within the organization, giving the new employee a concrete understanding of how his/her role fits in and how his/her work will effect others’ abilities to do their jobs.

Overall, the first week should be a mixture of job-specific training, and the continuation of defining and clarifying expectations. The cornerstone of this concept is that the employee should have open lines of communication from all of the necessary facets of the position, and understand where resources are located.

After Week 1, your new employee should have enough tools to be able to work on primary job responsibilities with less and less support. If the position requires additional training, then that schedule should be provided to the employee with all milestones and expectations clearly defined.

Easy as 1-3-6

At the one-, three- and six-month marks, the new employee should have check-in meetings with the same supervisor or HR manager that initiated the first meeting. This consistency will give both your company and your employee the opportunity to communicate updates, expectations and areas for improvement. It also creates a forum to address any performance issues before they become habitual. In addition, it will allow your team to manage expectations with regards to the previously discussed training and growth opportunities.

By using clear communication and curating a precisely organized plan, your practice can attract and retain valuable employees and grow them into loyal members of your team, representing your brand and your values in all aspects of their work. For more information on how Points Group can assist with your practice’s company culture, visit our website!

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