Now That You’ve Got Them, Make Sure They Stay
Reflecting back on my “first days” at a new job, there are a few that stand out in my memory:
The first was back in my teaching days. After relocating and accepting a new position, at a new school, in a new district, I walked into the office for my first day. I was greeted with a smile and the question, “Can I help you?” I then had to explain my situation. This was followed by some stammering and an invitation to sit and wait until it was figured out what was to be done with me.
On another occasion, I showed up for my first day on the Talent Development team. I knew exactly where to go and what to expect once I got there. My first day would be spent in New Employee Orientation. It would last 3 hours and afterwards I would have lunch with my new team. This was all communicated to me before I arrived. When I did arrive, I found a nice coffee mug along with a personal note welcoming me and expressing appreciation and excitement that I had joined the team.
Two very different experiences, eliciting two very different sets of emotions about my choice.
Recruiting, interviewing, and hiring new employees is a lot of work. Many employers breathe a sigh of relief when a vacant spot is filled and then on the next breath say a little prayer, “I hope they stay!” Like many aspects of building and retaining strong team members, this is not a game of luck or chance. Intentional practices and onboarding experiences on Day 1 result in a win win for both employees and employers.
The starting point is that of dual perspective. In addition to focusing on what WE NEED FROM THEM, a focus on WHAT THEY NEED FROM US provides the path. Using Maslow’s Hierarchy of needs is a good framework for thinking things through.
Malsow’s theory suggests human motivation follows sequential patterns. In order to arise to higher stages of engagement and motivation, lower stages need to be satisfied in the individual.
Level One: Physiological Needs
Think basic biological needs for human survival. Let’s go back to that hello gift of a coffee cup. Right away I knew I would get coffee! I also knew not only was I getting lunch, but when it was happening! May sound kind of silly, but it’s a nuisance that makes a difference.
Start off new employees with a tour of the environment. Make sure they know where the restrooms and break rooms are located. If possible, provide some type of food on the first day and if not possible, have a clear agenda of the day so new employees know when they will have opportunities to take care of their basic needs.
Level Two: Safety Needs
Safety can include personal, emotional, financial or well being. Depending on the nature of the job and a person’s situation, one may take precedence over another. I noticed in my past position, the number one first day question was, “Where can I park my car so I don’t get a ticket?”
A lot of times new employees are bombarded with job expectations from the get go, rather than having the space to express what is most important to them. A simple question such as, “What are you most looking forward to about today?” may reveal insecurities.
Level Three: Love and Social Belonging Needs
According to Maslow, humans possess an effective need for a sense of belonging and acceptance. Whether we have more of an introverted or extraverted preference, this may show up quite differently. That’s why some of us get totally pumped when there are ice breaker activities on day one, while others groan. Either way it is there within all of us.
I think back to the message my two different greetings gave. Starting as simple as giving everyone a head’s up that someone new is starting, introducing them to co workers as much as possible, and taking the time to have someone greet them personally elicits the feeling they have joined a new group where they are welcomed and appreciated.
Level Four: Esteem
Making a positive assumption that every new employee wants to do well at their job is a productive outlook to have. New employees want to be of value and bring their strengths to a new team. Creating opportunities for new employees to identify alignment with the company’s values and culture and recognizing that alignment brings this to the surface.
What small wins can new employees have on day one? What feedback are they getting about why they were hired? What skills and talents are being recognized? During onboard training, what positive reinforcement is being used to solidify expectations? As with any feedback, genuine authentic opportunities are there if we are looking so just naturally give credit where credit is due.
By addressing these first 4 levels, employees start with the feeling they have made the right choice. In turn, the likelihood of them turning off their job opportunity postings will increase. Another win for the company is higher engagement leading to rapid onboarding. When asked, “How was your first day?” new employees build the positive reputation of your workplace; free recruiting! Lastly, behaviors establish cultures. These are the behaviors that are passed along beyond the first day.
Successful first days are the beginning of successful onboarding experiences. If you are interested in analyzing your current onboarding processes for maximum returns, give me a call. I help small businesses design engaging onboarding to set new employees up for success.