My company, Excelsior has developed a highly effective, proven hiring process to help our clients hire top talent. Utilizing this process, I can ensure our clients that I can hire top performers almost every time, and we back that up with a 120 day guarantee.
What I can’t always guarantee is that you and/or their hiring managers will:
- Do what it takes to ensure this new hire quickly learns everything they need to know to be successful in the shortest amount of time.
- Clearly communicate how success is defined and then manage to those expectations (although, we do help with that as well with our Peak Performance Profile – download our free e-book here).
- Effectively communicate with the new hire and motivate them based on the individual’s needs
- Continue to provide ongoing training and coaching to help this new hire ensure their ongoing success.
To that end, we even have an option that will extend our standard four month guarantee to six months if their hiring managers participate in our hiring manager workshop that is included in our standard hiring fees. To learn more about this, click here.
For as long as I can remember, I have been hearing this from business executives; “What we do is fairly complex, and it typically takes new hires about six months to a year to become fully integrated into our culture and learn how we do things.”
If it is really taking that long, here is what’s really going on: you are eitherhiringthe wrong people,oryou are not doing what it takes to ensure that they are fully productive in the shortest amount of time, which should not take more than 90 days!
Step One: Implement an effective recruitment and selection process to better ensure you are hiring the right people.
Download our FREE eBook by clicking above!
Step Two: Develop and implementa New Hire Orientation Training Programthat gets your new employees fully productive and integrated into your company as soon as possible.
At most companies, the orientation training process is profoundly disorienting: The typical orientation process extends indefinitely because you can never really be sure when you’re done. And even if you have a good on-boarding plan, you need to make sure it is implemented in fullwith every new hire and not fall back on the typical excuse, “we got busy, so there’s your desk, read this stuff, and let me know if you have any questions.” Taking this 'approach' will ensure a substantial delay in their and your company’s success and/or result in failure for everyone, with you believing the problem was that you just hired the wrong person.
The New Hire Orientation Training Plan
1. Hold a meeting and have all of your managers contribute to the orientation training plan, ensuring that every new employees learns what they NEED TO KNOW about that manager’s department, team, processes, and how they interact and work effectively with other departments, etc.
2. Pick a team of positive, knowledgeable employees from each department who will participate in delivering/training the new hire based on a simple outline/checklist that they must cover and ensure the new hire learns. This may involve a little coaching for them as well.
3. Develop a simple spreadsheet schedule that outlines the details for a minimum of their first week or two on the job. Example:
4. Assign a mentor to the new hire (this person should not be their immediate supervisor) to support them through the process and who can answer any questions they may have.
5. Don’t take it for granted that they absorbed what they needed to. It is the responsibility of each trainer to test the new hire’s knowledge and skills that they just acquired in each session. This can be accomplished by asking the trainee to repeat and/or demonstrate what they just learned.
6. If one of the trainers gets busy, it is up to them to switch times with one of the other trainers. It is not acceptable to just let the new employee skip out on any topic.
7. Train in all other areas/departments first. If you hired a salesperson, their first week should be in operations, finance, customer service, etc. If you hired an operations person, start them in sales, etc. They will have plenty of time to work and learn in their respective areas. By starting their training in all other areas first, they will develop a better appreciation for how and why the other departments do their work and how it interacts and supports what they will be doing. This is a great way to eliminate the Silo effect that occurs in most organizations.
By the end of the new hire’s first month, they should be completely dialed into your company culture, process, systems, people and what they need to know to be successful.