Successful On-Boarding Programs: Tips From The Manager’s Answer Book

Somewhere along the way you’ve probably heard that “you never second chance to make a first impression.”  This is certainly true when it comes to on-boarding you new staff members. So, take the time to do it right the first time because a well-crafted and well-executed on-boarding process is the first step toward engaging and retaining your new hires. 

You spend a lot of time and money you spend on hiring great new people. You want them to know they made the right decision to join you and to be productive as quickly as possible.

On-boarding starts as soon as the candidate accepts the job offer.  Continue to communicate with new hires during the time before they start. Send them benefits information so they can make good decisions. Include them on press releases or any other events your organization has—even before they start.  Send important information they need to make their first day an easy one including arrival time on day one, where to park or what commuting options are available, whom to ask for when they arrive, and a schedule of the day’s activities.  

Manager’s Tips:  In our book, The Manager’s Answer Book, we pose the question: “When I was hired, my on-boarding session was focused on administrative issues and it took me a long time to learn about the culture. I want to do a better job for my team.”

Part of the answer is: “Be ready for a new employee’s first day. Have their workspace ready with all of the tools and equipment to do their job. Managers should spend as much time as possible with a new hire on their first. day. Take the new hire to lunch. Share the organization’s history, vision, values, and mission.”

“The on-boarding process doesn’t end on the first day or the first week. Build in checkpoints at 30, 60, and 90 day.”

For lots more great tips on a successful on-boarding process where you make that good first impression you know is important, see page 82 of The Manager’s Answer Book.

Present With Confidence: Tips From The Manager’s Answer Book

Recently I attended a presentation about historical events in my community. It was interesting and informative and the presenter was very knowledgeable about the subject. However, as someone who has attended and given numerous presentations in my career, I couldn't help but be distracted by certain things he said and did. If he had asked for feedback, this is what I would share.

1. Know your audience.  Don't say things like "if you'll recall" or "I'm sure you'll remember" when you're talking about events that happened before most audience members were born. 
2. If technology is involved, know how to use it.  For example, know how to advance the slides.
3. If you are using slides, make sure they are engaging for the audience. 

• Use color and a clear, crisp font that's easy and large enough for all audience members to read. 
• Avoid putting too much information on a single slide. 

Manager’s Tips: Barbara and I recognize that presentation skills can be critical for a manager’s success and we discuss it in The Manager’s Answer Book.  These are some of the tips we offer:

• Be clear about your objective.  Is the presentation to inform or is it a call to action?  
• Lay out you key points. Keep it simple so your audience can easily grasp the message. 
• Organize your material so it’s easy for the audience to follow.
• A strong opening will make a big impression, so get right to the point of your presentation stating it clearly at the beginning 
• Know your material and rehearse it as needed so that you can deliver it comfortably. 
• Do a dry run, if possible, to be sure your slides can be read from anywhere in the room. 
• Spend some time in the meeting room beforehand to get a sense of where people will be sitting and the best spot for you to stand. 
• Practice with the technology you will be using so that when you’re ready to speak, you can move right into your presentation.
• Anticipate questions you may get at the end of your presentation.

You can find more information about presentations on page 50 of The Manager's Answer Book. 

Crystal Clear?

I always enjoy reading Jena McGregor’s columns in the Washington Post. She writes about leadership, corporate management and governance and workplace trends.  She started 2019 with predictions about what to expect in the coming months.  No surprise, issues regarding workplace harassment and misconduct, diversity, workplace flexibility and gender equity will continue to gain attention. Her column also talked about less obvious challenges that leaders can expect to face. But unlike The Wizard of Oz, she doesn’t gaze into a crystal ball. The trends and predictions she writes about are well researched.  Here are her five predictions for 2019:

1. Family leave. She was talking about a benefit of paid leave beyond maternity or paternity leave – paid leave to care for one’s parents, for example. I was surprised by her statement that “while the Family and Medical Leave Act allows employees to take up to 12 weeks to care for an ailing family member, many employees don’t know about it…” Be sure your practices are compliant with the regulations which require written guidance to employees about their rights under the law.
2. A wage gap between current and new workers. Whenever the labor market is tight, as it is now, there’s the tendency to pay more to recruit new talent causing disparities to grow between new hires and currently joining the organization. This can affect turnover – “I can get more money if I join a new company – and morale issues.
3. Concerns of privacy of personal data.  Expect employees to have raised expectations as threats to privacy of consumer data becomes more heightened. Employers have access to a significant amount of their employee’s data such as social security numbers and bank account information from direct deposits.
4. Changes in office design. Open design has been the rage, but employees’ complaints about noise and lack of concentration is leading to design changes – things like small conference rooms, collaboration areas and barriers around desks.  One of the more interesting concepts she mentions is phone booths or privacy pods for people to have private conversations without taking up an entire meeting room.
5. Email is on the decline. In the area of technology, messaging is becoming the preferred method of internal communications. Texts or other alerts could divert users from traditional emails. 

You can read the full article at: http://www.washingtonpost.com/business/2019/01/01/five-workplace-predictions/

Who are your followers?

We’re not talking here about your followers on Instagram or Twitter – not that we don't understand how critical it is to have lots of followers on social media, especially if you want to promote ideas, products, or services.  Just observe how people brag about how many followers they have online to know followers matter. We’re talking about who is following you as a leader. 

While having followers on social media is important, business leaders are nothing without followers within their organizations, and to be a successful leader you will need more than a few followers. Some organizations don't value being a good follower – they think everyone should aspire to be a leader. But when you look at what makes an organization successful, it is a combination of a strong leader who sets the vision and the people who carry out the vision – in other words, the followers!

Hard as it is for some of us to understand, not everyone wants to be a leader. Some people don't want the responsibility or the visibility that comes from leadership while others may want to gain additional experience before taking on the role of a leader.  Keep in mind that everyone has different abilities, interests, and talents – even followers!

However, being a good follower doesn't mean you always are in the shadow of the leader, and in today's ever changing work environment, someone who is a leader today on a specific project may be a follower on the next challenge  your organization faces. Savvy organizations don't get hung up on titles or hierarchy when putting work teams together – they configure the team to maximize the talents of the members!

Good followers are not people who blindly implement any idea a leader shares. One of their main roles is to help leaders be more effective while remaining true to their own beliefs and values. A good follower asks good questions, carries out assigned work in a timely and accurate manner, and partners with the leader to maximize the success of whatever challenge they have been assigned. Here are some qualities of a good follower:

• Keeps leader informed
• Gives the benefit of the doubt to the leader
• Is honest  with the leader and provides feedback 
• Supports even unpopular decisions
• Trusts the leader 
• Takes initiative to solve problems

In 2019, we hope you'll pay some attention to the followers in your organization. Recognize their contributions and provide opportunities for them to develop their skills and abilities. While some of them may have leadership potential, remember all leaders need followers so don't overlook your very own followers!

Barbara & Cornelia