Earlier this week I spoke at The Horticultural Trades Association Catering Conference on attracting and retaining superstars. Of the 7 key ingredients I discussed one focused on giving new team members the red carpet treatment and creating a positive first impression, so they feel valued and engaged from day one.
In last week’s blog I wrote about the steps you can take to create a sense of anticipation and excitement before new team members even start. This week I’d like to focus on their induction once they are in the job.
It’s all too easy to expect new starters to hit the ground running and throw them in at the deep end. Especially when you’ve been understaffed and are desperate for the new pair of hands.
But this can be counterproductive.
In the same way you might think about your customer experience and how you’d like customers to feel as a result of doing business with you, transfer this principle to your staff.
How would you like this new team member to be feeling at the end of their first day?
Overwhelmed and confused? Frustrated, underutilised and bored? Already questioning that this is the right job for them?
Or enthusiastic, excited, looking forward to making a real contribution to the business, and can’t wait to get into work tomorrow?
Make a plan
People can only remember so much information. Spread the induction over several weeks, and limit what they’ll be covering on the first day to a minimum as there will be a lot for them to take in.
During the induction period involve as many other team members as possible as this is a great way for your new team member to meet others, start to understand how their role fits in with everybody else’s and for them to feel part of that team.
Identify who will be involved with what so there are no overlaps or gaps. Then make sure that everyone involved knows what part they play and schedule time to devote to this. No one wants to feel as if they are an inconvenience and this will do little to make the new team member feel welcome.
Here is a checklist of things to include
Here is a checklist of things to include in your induction, and of course every site and every role is different so ensure you tailor the induction around the job they’ll be doing and where they are going to be working. Plan your inductions well in advance, and schedule what will be happening when.
WHAT TO INCLUDE
Here are some key headings, but not necessarily everything under each heading is to be covered in one go. Think about what’s essential for day one, what’s to be covered within the first week, and then space other things over the coming 3 to 4 weeks.
The lay of the land
Show people where they will be working, where they can find things, where they can leave their personal things, where they can take their breaks, where to find key information, resources, and the people they’ll be working with. Point out health and safety needs such as fire evacuation points, first aid kit and any hazardous areas.
The job itself
Although you would have discussed this at the recruitment stage now is the time to go into detail. Let people know exactly what is expected and how this will be measured, how progress will be reviewed and how their role fits in with everybody else’s.
The bigger picture
Where does their job fit into the bigger picture? What are the goals and targets of the business as a whole and how they contribute to this.
Where does their role fit in with everybody else’s? What does everybody else do? What are all the other services and facilities that you provide?
What we stand for
Think about your purpose, values and culture. What is important to you as a business and what is the type of experience you want your customers to have when they do business with you? Communicate this. If you have won prestigious awards be proud of these and share what this means and what you need to do to sustain this level.
Help new team members understand your customers’ expectations. Describe your customer profile and what they will be looking for. Why do people come to you rather you’re your competition, what makes you different or unique. Take people through the customer journey and allow them to see everything from a customer’s perspective as far as possible; not only for their own department, but all the other services your customers use, starting with your website*.
* This is a great exercise to do with all new starters. As part of their induction ask them to find certain information from your website. They learn about the business, and you can get some feedback on how user-friendly and informative your website is.
How we do things round here
How this translates into the day-to-day role might come better from a fellow employee, a sort of buddy, rather than necessarily always coming from you. However if you are going to do that, make sure that the person they are buddied up with knows the standards, knows the expectations, and knows what you want from them.
The law of the land
This is where you cover all contractual parts of their role such as work permits, absence reporting, signing their contract, how and when they get paid. Talk about holiday entitlement and how they go about booking this so there are no later disappointments as late notice holiday requests get turned down.
History and heritage
It’s nice to know a little bit about the background, heritage and key historical facts about your business, but people don’t need every little detail. Home in on what’s relevant, so if for example your building has an interesting history and your customers are interested in this, cover the key points and let them know where they can go for more information if they want to dig deeper.
One of the family
Help new starters to settle in by involving them in team activities in the workplace, and ensuring they get an invitation to any social activities. Let them know who the people are to go to for help and guidance, who are your champions or experts in different areas, who should they turn to when you’re not there.
Practice makes perfect
Don’t expect everyone to be superb in every aspect of the job straightaway. Plan on the job skills training appropriate for the role they are going to do and allow time for them to get up to speed.
Getting stuck in
For new people it can sometimes feel to them as if they are not achieving much in the early days. So consider allocating a specific project that they can get stuck into and for which they have some responsibility and ownership. This is a great way to get them involved and give them something where they can contribute early on.
Schedule weekly meetings with your new starters for a minimum of the first four weeks to review progress, answer questions, and identify when help is needed. This is also a great time to get feedback from them on their ideas and observations. Often a fresh pair of eyes will highlight things we’ve missed, and they bring with them experience and insights on how to do things better.
So, for the next person you take on, don’t waste your recruitment effort & costs by poor induction. Increase the likelihood that they will want to stay, do the job to the standard you expect, and become a loyal employee, by giving them a thorough planned induction, backed up by the right support and resources to deliver the job well.