DO: Put all cards on the table
You want the perfect fit for your company. Finding the right person for the right role is a full-time job in itself and it doesn’t stop on the day of hire. Be clear about your expectations with your new addition. Don’t leave them in the dark about their role. Let them know where they are needed and how to manage their daily schedule. Don’t surprise them with travel, overtime or overnights they were not prepared for.
DON’T: Let them figure it out for themselves
First days can be scary for anyone. “Will I do a good job? Will my coworkers like me? What should I do first?” Instead of showing them their desk and walking away, take the pressure off by walking them around and introducing them to the team. This is a good ice-breaker for the new hire and your staff. Make the onboarding process a fun and non-threatening experience. Invest in them so they can invest in the company.
DO: Give them their own space
Don’t put your new hire at a temporary desk with no computer, pens or a place to make their own. Give them space to find their place in the company figuratively and literally. This will allow them a safe space to get comfortable from the beginning, so they know there is in fact, a place for them.
DON’T: Stifle creativity
Yes, some new employees are a little naïve and their new ideas could bring up old disasters. Have an open and fresh ear. A lot of times people from the outside can give you a new perspective or idea you may have never thought of. Who knows, some of your old disasters might become new ventures if you let some creativity flow.
DO: Play to their strengths
You have chosen the right person for the role, and now you want them to dive in head first as soon as possible. Every person, even if they were hired for a specific role, will be better at one thing over another. Ask smart questions, listen to your new employee, and find out what gets them in the driver seat. Figure out what gets them going and then let them loose!
DON’T: Leave them with menial tasks
Get your employee excited about their new position. Get the pesky paperwork out of the way and bring them on a new project. By now, role expectations should be set, introductions done, and strengths assessed. Don’t give them the 401k paperwork and leave them to it while the rest of the key players are in a deal-making meeting. Involve them and show them they are needed.