The Real Work Starts AFTER The Hire
by Miki SaxonGuy Kawasaki said, “Don’t assume you’re done [after you’ve hired someone].”
No kidding. After 30 years it still never ceases to amaze me that managers bust their butts spending time and money finding the right person, craft the offer, close the candidate and then go merrily on their way assuming that the person will show up at the appointed time—even if that time is two or more weeks in the future.
A lot can happen in two weeks.
When they do show up these managers do little-to-nothing to integrate them into the team, culture or work—other than to assign projects with a sink-or-swim attitude.
These managers complain when new hires don’t ‘hit the ground running fast enough’ and are totally perplexed when they either burn up or burn out and leave.
What motivates mangers to act like this? Sometimes ignorance, but mostly just not thinking.
Remember that
- People aren’t water faucets. They don’t turn off emotions and feelings in the morning when they leave for work. They’re present in all their chaotic, sloppy splendor—but rarely admitted or discussed. Many of these emotions and insecurities will surface during traumatic times. According to the shrinks, changing jobs, even voluntarily getting out of a terrible situation, is one of the three greatest traumas that people face. (The other two are relocation and divorce, because unlike death people can play the ‘what if’ game forever.)
- Resigning isn’t easy; it’s not comfortable and people don’t like doing it. And the longer they’ve worked for the manager/company the harder it is, especially when nothing is really wrong.
- Even in this economy, counteroffers still happen although they’re counterproductive. They hurt the company, the group and the individual. The ones that work are the exception to the rule—probably less than 5%. As far back as 1983, the WSJ National Employment Weekly was printing articles warning about the dangers of accepting counteroffers; nothing’s changed; if anything it’s gotten more so.
Once your candidate has accepted, take an assumptive approach when talking about anything in the future. Use phrases such as: When you’re here, After you start, etc.
Then lock in your hire with these seven simple acts (simple once you think of them).
- Call her after her resignation to make sure things went smoothly.
- Assign a buddy from the team who can supply help and information on a proactive basis.
- Give her information to read to familiarize herself with your market, company and its products.
- Discuss the first project and give her information to take home.
- Besides you and her buddy, have various members of the interviewing team call her occasionally to tell her how much they’re looking forward to working with her.
- Solicit her opinion; ask for her suggestions.
- Don’t overwhelm her, but make her feel that she’s already a valued member of the team.
Be sure to come back tomorrow and learn what to do after they start work.
Image credit: acerin on sxc.hu
April 23rd, 2009 at 9:45 am
ok
April 23rd, 2009 at 11:06 am
Hi Sam, do you mean OK on doing what’s in the post or OK you’ll be back tomorrow?
Either way, thanks for stopping by.