Have we forgotten, how hard it was to find the new hire? – All the interviews and debates with yourself and others to find the right person. The last thing any manager wants to do is start this process all over again. As leaders, it’s up to us to provide a safe, open and encouraging environment for productivity. Day 60, is even more important than day 1. Because we are counting on them. Our new hire seems excited to be on-board. They are enthusiastic and learning, and seem to be doing well. We’re busy and doing our job, and all is good. Or is it? We sent them to training; they’ve been doing their job.

Our talent in hiring the right people and developing our stars is great, and onboarding is a culture and mindset opportunity that is much more important than product knowledge and training. Spending a little extra time with our new hire, learning about them, and shaping their inclusion to our team is our most valuable skill for driving results, encouraging engagement and accelerating success. We can improve this whole onboarding dynamic by taking a pit stop on the fast track to business success, and taking the time to help our new hire reflect. We can increase everyone’s knowledge and perspective of what is really going on for our new hire. No one wants to admit they are confused or overwhelmed, and through our questioning of new hires and sharing our own stories of struggle, we can help them ease into clearer expectations for the next few months.

Have we asked these 7 important questions?

1. Why do you think we selected you for this job?
2. How is this job different than you expected it to be just a few weeks ago?
3. Have you had any fun yet, and what activity was the most fun?
4. Share with me how you are getting to know people? How can I help you get to know them better?
5. How are you getting answers to your questions? – emails, face-to-face, or through specific people you know?
6. What anxiety or frustrations have emerged so far for you in your work?
7. How can I help you have a ‘quick win’ – an accomplishment that tells others and reminds you that you are in the right company and the right role?

Fear and anxiety can impact the energy and determination of a new hire learning what it takes to succeed. As we help others discover our approachability and interest in seeing them succeed, they may grow faster into a role and gain confidence and engagement. If we assume things look good now, we should realize that is what they are showing us, because of what we did. Our job is to build trust. Trust is two-way, and sharing learning vulnerabilities and a laugh (like how we struggled learning a foreign language or playing guitar) is mighty healthy to build 60 days into 6 years! To stumble is to move forward more quickly. Be there to catch your new hire’s stumble; they will be grateful and more productive.

Jim