When a new hire goes rogue or fails to meet expectations, employers are often blind to their role in the failure. Instead of asking, “Could I have better supported my employee?” they instead say, “I hated to do it, but I had to let Suzie go” or “I had to put Bill on probation.”
We erroneously have a habit of viewing underperformance or shattered expectations as the fault of one person. Once we understand that we are as responsible for the success of a new hire as the new hire is, we can develop, apply, and refine strategies and corresponding techniques to ensure our new hires, particularly those who are new to the workforce and in their first one or two positions, get to where they need to be.
For sustainable workplace success, transparency is key. New employees can easily become lost and unsure of themselves when employer expectations are not communicated clearly. As a CEO, direct supervisor or manager, you should touch base with the new hire by the end of the first week about their chief responsibilities and how you will hold them accountable. During this conversation, you also want to clarify exactly what you expect from your new hire in each of what I call, the 4 P’s:Featured Posts, Updates and tagged featured. Bookmark the permalink.