Attracting and retaining people – why did I bother

| December 15, 2018

 It’s not unusual for exasperated managers after having spent untold hours during the interview and recruitment process to throw up their hands and ask ‘why did I bother’.

Added to this frustration, has been the downturn in productivity; expenditure and budget blow outs and other important issues that resulted from managers being distracted from their day to day duties continued Stephen Chong.

The reality is these managers forgot the basic principle – and it’s one of the most important aspects of human interaction – the principle of ‘First Impression’ affirmed Stephen Chong.  “You know how it is when you meet someone for the first time. It takes as quick as a few moments to decide whether you like that person, or not”.

“Maybe it’s the way they dress?  Or perhaps it’s how they present themselves, or what they say.  Whatever the case, that impression you’ve formed is now ‘rock solid’”.

If you ‘like’ that person, it’s an impression very hard to change.  The same applies if you ‘dislike’ the person.  This is why it’s called the ‘Moment of Truth’.

The manager has gone to all of this time, trouble and expense to hire the individual believed to be the best candidate that can deliver a really high return on investment (ROI) as a new employee.   That was the hope.

But unfortunately, it’s here that many organisations/managers allow the ‘wheels to fall off’.

On the first day of the new job, the first question that all new high ROI employees will ask – given that they more than likely had a number of potential new employers to choose from – is, ‘Have I made the right decision?’.  It’s imperative that the new employer supports and reinforces that decision.

After nearly three decades of coaching and training, Stephen Chong can attest to seeing many examples of employers unwittingly destroying budding relationships with new employees by failing to pay sufficient attention to the recruit’s ‘day of induction’.

Much worse, in fact I’ve witnessed employers completely neglect this important aspect of the hiring process.

Of course, there were many functions to sign off and cover from the all-important documentation – they may have had to view the WHS & EEO videos and so on.  But this can all be accommodated within a ‘day of induction’ that makes the person feel special and welcome and – most importantly, reinforces their perception and decision to join the new organisation.

Here are some tips to help managers better navigate the process:

  • Make sure the new employee’s workstation/uniform/name badge is set-up, clean, working and highly presentable;
  • Ensure they are welcomed (enthusiastically) by a senior member of the management team;
  • Make sure they can meet other team members in a relaxed, cordial environment;
  • Be sure they understand their role, position, level of responsibility and authority; and
  • Make sure they are aware of who will assist them as they find their way around their new organisation’s labyrinths.

The ‘Induction Day’ should be templated, timetabled, monitored and mentored (and regularly update this template to ensure it remains best practice).

As a manager, you’ve gone to a lot of time, trouble and expense to hire this person…make sure you give your best ‘first impression’.

Read More –  Attracting and retaining people – Myths, magic or mayhem? – Stephen Chong