Recruiting shouldn't end after initial hires are made

08.27.2014


Recruiting shouldn't end after initial hires are made
Recruiting shouldn't end after initial hires are made

Recruiting employees is a more detailed and long-term process than many people would expect. As promising as a hiring opportunity may seem, there's no question that a worker will question their surroundings if the company seems to be working without them. As a result, hiring managers and recruiters can't rest after the hire is made - they'll need to make sure the company's culture is ready for that new hire.

Several strategies

According to Entrepreneur, there are a number of ways that post-hire details can make all the difference in a business. One of the best ways, one that will avoid any sense of an alienated or confused employee on their first day, is to make hires in groups. If a company plans to fill more than two positions at once, it needs to ensure that all of those staffers can start on the same day. Having comrades will not only be a good way for them to avoid first-day jitters, but can often create a solid group for teamwork before the employees even really enter the company properly. It's a lot easier for workers to assimilate into a team if that team feels natural from the very first day.

Mentors can also play huge roles in the early days of a new hire, as they can often take that employee under their wing and make sure they're comfortable as they gradually become trained and ready for their future roles. Stumbling through software or special procedures in a company can lead to major growing pains, but a mentor can help diffuse the frustration that can stem from that process. One note - if a mentor is chosen, make sure they have the time to meet with their employee regularly. If they can't often help out the new worker, that person might actually become more discouraged than they normally would.

Explain history and culture

Financial Planning noted that it's important to make sure a new hire is on the same page as their coworkers and managers. Going over company practices and culture early and often can help make sure that there's no disconnect that can grow over time. This process should involve both macro views of a company - general expectations in the position, ways to properly approach clients and explaining generally accepted practices - and smaller ones, where etiquette and standards are covered thoroughly in time. Explaining this level of information can be even stronger if many people are involved in the initial training process, as new hires can learn who does what and determine who they should approach depending on different issues they might have.

Explaining the company's history can also play a positive role, too. This doesn't just mean recent market activity or hires made - it should involve everything about the company itself, good or bad. Giving the worker a sense of what they should and shouldn't expect over time, and helping them understand what role they'll play in the near future of that expansion, will be a great way to make them feel more comfortable. They'll know what is and isn't expected of them.

As with the past, make sure there's a focus on the future. Three-month plans and ones that extend further than that can help inspire workers into better long-term production efforts. They'll be excited to know that there are clear roles they'll be expected to play and that they can grow both personally and career-wise in an attempt to better reach new markets.

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