Consider celebrating the employee’s first day to increase the enthusiasm for and of the new employee. Have the chief executive contact the new employee and welcome him or her to the group. Even better, if feasible, have the chief executive officer visit their office or work space the first day. If this is not feasible consider having the CEQ send a letter or e-mail welcoming them to the organization. Turn the first day into a bit of a party by hanging a welcome banner in their cubicle or office signed by staff, having a new hire potluck to welcome them and introduce them to the team, and/or having cake and candles to celebrate their joining the family.
In terms of orientation try to minimize the number of forms, manuals, and videos provided to them the first day and week. This will help minimize the chance they are overwhelmed. If within the company’s policy, consider having them go home to read any necessary documents the first day or week. This will assist in calming them. Additionally give them a “pre-dated” 5 or 10 year pin to show that you expect them to be a key member of the team for the foreseeable future.
Avoid new employee frustrations caused by new employees feeling that they do not have the tools and education to start their new job with a bang. Prior to a new employee’s first day provide them with an e-mail address, password, telephone number, identification card, corporate credit card, organization chart for the department, telephone directory, glossary of acronyms, a frequently asked questions paper, and a photo album of . Additionally assign them a mentor to assist them with their first month of assignments. If possible give them a “Help” card listing the names, phone numbers, and e-mail address of other staff with a reputation of being especially helpful. Additionally develop a network of new hires and recent hires so other newbies can use them as a big brother or big sister.
Finally pre-assess the training needs of the new hire, talk about the assessment with them and solicit input, and schedule a series of one on one meetings with the new hire to identify any of their frustrations or problems. Additionally, in these meetings ask them about their “dream job” and how they would be managed in this. Periodically make attempts to manage them in this manner, to the extent feasible. Also periodically ask them for a “what they dislike and what they like list” so that as a supervisor you can adjust your style accordingly.
In order to assist with retention develop a “challenge” and a “growth and development” plan for the first three months to ensure that they are continually being challenged, continually learning, and continually feeling like they are moving forward.
If you have a new employee moving from outside the area provide them with a list of “best” restaurants, private schools, public schools, child care, local entertainment venues, and local events. This will help them connect to community and desire to stay.