The First 3 Months – Showing New Hires They Made the Right Choice
It’s amazing the amount of effort some companies put into hiring new talent, but how little they do to keep them. The first few months are the most pivotal.
No doubt, the time between an offer acceptance and transition is a tense period. But what you do starting on day one may have even bigger implications. Just because you’ve hired top talent doesn’t mean it’s time to relax.
Quite the opposite.
Now’s the time to engage, inform, and set your packaging executive up for long-term success.
Smart Packaging Firms Own Their Decisions
The thing about hiring top talent is that it takes commitment. Once you’ve made the decision, you’ve got to own it.
For starters, get rid of the 90-day probationary period. In today’s crowded job market, candidates simply don’t want to see that. Hanging a cloud over their heads only serves to make new hires more nervous and insecure.
And if they don’t feel comfortable, you won’t be getting their best.
Instead, take away any restrictions and assign newcomers to a project right out of the gate. Not only will this help them “settle in” and reduce anxiety, but also provide a sense of contribution.
The first few days of employment are also a great time to set goals (both short and long-term). Establishing guidelines for performance - and clarifying responsibilities - avoids misunderstandings and gets the relationship moving in the right direction.
Goals provide key metrics that can be used during 30, 60 or 90-day evaluations. They also make it easy (for both parties) to gauge employee performance at any given time.
Show Them the Way
A great onboarding process is centered around making new packaging executives feel informed and appreciated. A lot of which has to do with making the right connections as quickly as possible.
Whenever feasible, make in-person introductions to other members of the team or organization. Email and phone calls are ok, but it’s hard to replicate one-on-one interaction. If that’s not an option, at least inform new employees who their primary contacts are and how to get a hold of them.
Even better, assign a mentor to help new hires get up to speed. Being able to collaborate with experienced colleagues significantly reduces the learning curve (and avoids common mistakes). Not to mention the added benefit of stronger team dynamics.
Also, if the timing is right, send your new executives to upcoming events that may be beneficial to their growth. Think trade shows, national sales meetings, or other important company functions.
All of which are great options for getting your top talent motivated and ready to contribute.
Lastly, set aside time to talk to your new employee about the company and its culture. Not just by sending a memo or dropping a binder on their desk - but by having a real conversation instead.
Explain the company mission, values, and beliefs. Usually, relaying this kind of information doesn’t take that long, but can serve to create a lasting impression
Don’t forget to include a few lighthearted subjects as well. Such as what the organization likes to do for fun or to promote team unity. BBQs, happy hours, softball or bowling leagues – most anything is fair game.
With a focus on getting new hires engaged and invested from the beginning.
Follow Up Early (and Often) With New Packaging Executives
While 90-day reviews are the standard time frame for following up, this is often too long. A lot can happen in 3 months - and if left unchecked - seemingly minor issues can quickly turn into major problems.
Establish periodic check-ins - especially after the first few days of employment. Consider scheduling an end of week debriefing to talk about how things went. Ideally, in a low-pressure environment (like an office get together or after-hours mixer).
Ask mentors to follow up as well - particularly for remote or work from home positions. New hires may be reluctant to speak up otherwise but are likely to confide in colleagues they've gotten to know and trust.
Mentors often gain more insight and perspective than management interactions alone ever will.
Don’t forget about loved ones - Accepting a new job offer is usually a family decision that may require moving, lifestyle changes or have significant financial implications.
Thus, it’s paramount to make everyone feel welcome.
Whether that be recommending schools or daycare, finding a new home or just involving the spouse, partner, or children in social events. In the end, it’s important to make your packaging executive AND their family feel like they’ve made the right decision.
These are the kinds of differentiators that breed loyalty and satisfaction in your packaging firm.
Don’t Let Your Investment Fizzle
It’s no secret that losing top talent can be expensive. After all, you’ve put in a considerable amount of time, energy and effort to find a great team member. So, it only makes sense to protect your investment.
Consider the first few months of employment the “honeymoon” phase and treat it accordingly. Your company should be doing everything within its power to make the right impression. That means rolling out the red carpet and going above and beyond in creating a welcoming, supportive environment for everyone involved.
Bottom line - having a great HR or executive recruiting team on your side helps, but they can only do so much.
Once they find the right person...it’s up to you to keep them.
Together - We Succeed!
Chase & Associates
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