I liked the Q & A format of what sometimes seem to be obvious things to which to pay attention when starting a job, but the author notes common mistakes that get people off track within their first months.
Zimmerman focuses on the key themes of --
- Building knowledge about the organization and how it works
- And forming the relationships that support your role
These two components are indeed critical for a new hire's success, but I would add it is missing one additional piece: feedback.
Organizations are not usually that good at delivering feedback to a new hire that is both timely and constructive. Often, perceptions are created by mistakes that the new person makes because he doesn't know yet what is acceptable or expected in his new culture. His manager may or may not even know about these perceptions, and by the time she does, the damage is done. The new hire becomes ineffective, or disconnected and may be thinking about whether his decision to join the organization was the right one.
The responsibility of onboarding a new hire should not be completely left to the individual. Yes, the new folks need to take active roles and manage their onboarding, but it is also the responsibility of the organization to put in place a consistent process with support from the hiring managers and HR partners for at least a 90-day period.
So, if I may add to Zimmerman's advice--if you are new, and are not getting feedback about how you are fitting in and meeting expectations, ask for it. Better yet, ask for an onboarding process that helps you build knowledge, create relationships and get the feedback you need to make you successful. Read NY Times article
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