The first day at a new job is stressful. The pressure to start off on the right foot and make a great first impression can be intense. Right or wrong, on the first day it can feel like there’s a lot on the line, and on top of it all, it is all packed into a busy first-day schedule.
While new employees realize the importance of having a great first day, many companies miss the opportunity to make a great first impression of their own. This isn’t to suggest that effective onboarding ends on the first day. On the contrary, onboarding exercises should continue throughout the first year, and then transition into your long-term employee growth, productivity and retention strategy.
That said, the time from an accepted offer through to the end of a new hire’s first week often misses a valuable element: listening to the new hire. The time is often filled with so much talking at the new employee intsead. Now that you’re outside of the pressures of the hiring process, these first few weeks are a key moment to listen and learn more about the person that is joining your team.
Aside from just being common courtesy, listening to your employees has good business value, too. For example, according to a recent LinkedIn study, some of the most popular reasons employees look for jobs are a desire for greater opportunities for advancement, more challenging work and more learning opportunities. By starting this conversation as early as possible and gaining a deep understanding about the opportunities that are valued by your new hires, you can help protect yourself with a strong retention strategy.
Here’s what else you can gain from your initial onboarding conversations:
Open, Honest Performance Conversations: For many reasons, some of the most awkward conversations in the workplace are during performance reviews. A great way to counter this is by having performance conversations early and often. When an employee sees the value in sharing honestly, these performance conversations will have much greater value. A conversation about performance expectations for the first weeks and months is often a good start.
Visualize Long-Term Plans: Part of a successful long-term employer-employee relationship is putting an employee in a situation that runs parallel to his or her ideal career plan. By knowing where your employees want to go, you can better ensure that their work on your team keeps them on that chosen path.
Identify Employee Motivations: Part of building a high-performance culture is identifying the best ways to reward and acknowledge your talented employees. Discovering what your new hires value and what pushes them early will help you make your rewards more meaningful, and will save you from inefficient trial and error.
Show You Care: One of the leading causes of underperformance and burnout is personal problems. From the first day, you can work to build trust with a new employee that would make them feel comfortable discussing issues ourside of the office that might disrupt their work. Just asking simple questions about an employee’s weekend, summer plans or interests in general – and sharing in turn – can help create this environment, and may also foster loyalty.
Admittedly, these are behaviors that work well beyond day one with a new hire, but the sooner you can get started, the better off you will be.
How do you connect with your new hires after the hiring process is over?