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Setting an unachievable bar for new hires is unproductive for the long-term health of your company and your employees. While it’s reasonable to hope that new hires will hit the ground running, regardless of their skill level and experience, employees just starting out are entitled time to onboard — and will benefit greatly by you providing a career roadmap for their first 90 days on the job.
So how long is a fair amount of time to allow them to get up to speed?
A majority (54 percent) of chief financial officers (CFOs) interviewed for a recent Robert Half Finance & Accounting survey said they give new hires less than 3 months to prove themselves. Another 9 percent of respondents said they give new hires less than 30 days to prove themselves.
Clearly, the burden of success during the first 90 days doesn’t rest entirely on employees’ shoulders. It’s in your company’s best interest to set your new hire up with the tools needed to succeed and become a productive member of your team. Ensuring that you avoid the costs of a bad hire begins with the candidate vetting process long before a job offer is made.
Here are five tips managers can follow to bring new employees into the fold and help them thrive in their new role.
1. Make onboarding a priority
You worked hard with human resources to craft an accurate job description, sift through applications, interview candidates and negotiate an attractive offer. After you pause and pat yourself on the back knowing the hiring process is behind you, now’s the time to help the new employee get acclimated with the work environment, office technology and duties.
You’ve already laid the groundwork by having IT set up the work station and voicemail before they arrive. You’ve contacted campus security about scheduling your new employee to get a new ID badge and office keys. Onboarding is the component that continues your work and will help your new hire be more productive and, with any luck, more inclined to stay with the company.
2. Elements of a successful orientation strategy
Structure. Onboarding periods vary depending on an individual company’s needs, but it’s wisest to begin with a schedule. This will enable staff members involved to understand their roles and budget appropriate time. You should also provide new hires with a schedule so they know what the expectations are for the first few days and weeks on the job.
A proper welcome. Make it a priority to introduce new hires to their immediate colleagues and others at your company with whom they will interact on a regular basis, and encourage tenured workers to reach out to them. This period of icebreaking will be beneficial to both sides.
Education. During the first 90 days, encourage new employees to learn as much as possible about the company, its history, priorities and best practices. During this time, provide new hires information in digestible bites on special initiatives, products and services, major clients, dos and don’ts, quarterly and annual goals, and, most importantly, how their role contributes to the overall organizational picture.
3. Set targets for success
During the starting weeks, provide new hires with tangible short- and long-term goals to work toward in their first 90 days. It’s easier for new hires to hit targets when they know what to aim for. Explain that this list of goals will be part of their 90-day performance review.
4. Provide regular feedback and an open-door policy
Don’t make new hires wait until their annual review for an assessment of their performance. They need praise and constructive criticism at regular intervals. Schedule frequent check-ins during the first 90 days to recognize successes and pinpoint areas for improvement.
Most new hires, especially members of Generation Z, crave consistent and frequent feedback. Envision this time as a training ground for your company’s future top performers. Encourage them to come to you with questions or issues.
5. Be on the lookout for warning signs
In an ideal world, every new hire would be a perfect fit. In reality, that’s easier said than done. Even if you’ve avoided making hiring mistakes, sometimes you just don’t know whether an employee will work out until they’ve been tested in everyday work situations.
During the first few months, be on the lookout for red flags, which include:
- Missed deadlines
- Poor performance on assignments
- A negative attitude
- Conflict with coworkers
If you notice any of these characteristics in the first few weeks, don’t wait to see if things improve. Take action immediately if you want to salvage this hire. Poor performance could be an indication of either inadequate training on your part or a lackadaisical attitude on the employee’s part, but you won’t know until you dig deeper.
Meet with your new hire and construct a plan for improvement, with benchmarks. If there’s no improvement over a set period of time, then you’ll have to cut your losses and terminate them for the good of client relations and team morale.
It takes time and effort to get new hires off on the right foot. By providing them a clear roadmap, you and your team can help new hires quickly acclimate to the workplace culture and become contributing members.
Allied is more than just temporary staffing! We are also a leader in the staffing of Office & Professional roles for companies across a diverse set of industries within the Lehigh Valley. And working with a professional recruiter can transform your job search!
Here are just a few of the roles we currently have available:
These full-time positions are all located in the Lehigh Valley and offer the chance to work with some of the best companies in the area. If you are interested in one of these openings, please email your resume to firstname.lastname@example.org for immediate consideration. (Haven’t updated your resume recently? Check out our tips for giving it a refresh!)
New Year’s resolutions are usually based on forming new habits or changing current habits. This means changing human behavior and that is, by far, one of the hardest things to accomplish. Why? There are many reasons, but here we will focus on two; negative motivation and enduring the entire process of change.
Negative Motivation – Many people’s motivation comes from negative thinking such as fear or guilt. You have much better odds of long-lasting success when the motive is positive. For example, your motivation to start exercising comes from a feeling of guilt or fear that not exercising will negatively affect your health and could develop into disease. This thinking may get you started, but the motivation for long-lasting success isn’t there because there’s nothing to feel excited about, especially when the actual effort of coming up with an exercise plan day in and day out starts to wear on you.
It is much more likely that you will form lasting change if you attach your negative thinking to positive thinking and a positive goal. For example, “I know I need to exercise so that I don’t become unhealthy, but I also feel great physically and mentally and rid myself from stress when I exercise. Plus I really want to look more like I did 5 years ago.” This positive thinking gives you something to look forward to rather than only something to avoid.
The Process of Change – Most of the time, in order to change behavior, you have to undergo a process and there are several stages, each which take time, but are necessary. According to an article by Harvard Health Publications entitled “Why behavior change is hard- and why you should keep trying” these are the following stages…
Precontemplation. This is the stage where you have no conscious intention of making a change. People in this stage tend to avoid discussing and thinking about the unhealthy behavior or may be unaware of how unhealthy the behavior is. BUT, your interest could be sparked by outside influences, such as a public health campaign or a concern from a doctor, friend, or family member. You can’t move past precontemplation, until you feel that the unhealthy behavior is hindering your life.
Contemplation. At this stage, you’re aware that the behavior is a problem, but you’re still not quite ready to commit to action. You are probably fluctuating, weighing and re-weighing the pros and cons. You may be considering how you could overcome some of the obstacles.
Preparation. At this stage, you know you must change, believe you can, and are making plans to do so and soon. You’ve taken some preliminary steps — joined a gym or fitness class and bought a new pair of sneakers. At this point, it’s important to anticipate obstacles and create a real action plan with realistic goals. What obstacles may arise? You have no time? You’re too tired? What are the solutions to these obstacles? If you’ve been sedentary a long time a realistic goal may be to start with 15 minutes of walking a day and you can move up from there.
Action. At this stage, you’ve made a change (Yay!) You’ve started exercising and you’ve begun to face and overcome the challenges that come with trying to plan exercise regularly. You’ll need to practice the solutions you identified during the preparation stage.
Maintenance. Once you’ve practiced the new behavior for six months, you’re in the maintenance stage. Now your focus shifts to integrating the change into your life and preventing relapse into your old ways. This may require other changes, especially avoiding situations or triggers associated with the old habit.
One frustrating thing is that the track between stages is rarely straightforward. A lot of people relapse at some point in the process and end up in a previous stage all over again. Sometimes when people are in the maintenance stage they will find themselves back at the contemplation stage. This is common and each time it happens you will need to reevaluate your strategy and tweak it to work better moving forward.
Source: Occupational Athletics, Inc. OAI
Do your New Year’s resolutions include a career change? Apply with us today for a positive start to your 2019!
The Top 4 Ways to Avoid Cold and Flu This SeasonCold and Flu Season is officially here, and, unfortunately, cold and flu viruses are extremely contagious. BUT, if you are careful and consistent with your preventative care, you definitely have a good shot at avoiding these illnesses.
- Wash Your Hands and Use Hand Sanitizer — a lot. No matter what line of work you’re in, if you come in contact with people who are contagious, or even objects they may have touched, you have to wash your hands over and over throughout the day. ESPECIALLY if you know you were near someone who is sick. To completely get rid of viruses from your skin, you need to scrub hard for 20 seconds or more. A good way to time yourself is to sing “Happy Birthday” twice while scrubbing the backs of your hands, your palms, between your fingers, and under your nails.When you are not near a sink, rub an alcohol-based hand sanitizer onto your hands.
- Don’t Touch Your Face. Cold and flu viruses enter your body through the eyes, nose, or mouth. Touching your face is a major way children AND adults catch colds. Many people have a habit of touching their hands to their face throughout the day – resting your hand on your chin, rubbing your eyes, or even biting your nails– be very conscious where your hands are and if you have washed them.
- Sanitize your environment. If you’re in an environment where germs could be lurking, which you most likely are, sanitize things that may have been touched already- doorknobs, light switches, faucets, refrigerator handles, keyboards, etc. Some people may think it is hyper-vigilant, but if you really don’t want to catch it – better safe than sorry!
- Keep Up A Healthy Lifestyle To Boost Your Immune System. Get adequate rest, exercise on a regular basis, eat foods that give you energy and make you feel well – especially vegetables and fruits. Watch your alcohol consumption. Heavy alcohol use suppresses the immune system in a variety of ways and dehydrates the body.
Cold & flu season creating staffing challenges for your business? Let Allied help! Contact us today.
It is the outstanding performance of all of our staff and temporary employees that earned this award. Their hard work and dedication continue to set Allied apart as the premier staffing service in the Lehigh Valley.
As we prepare to enter our 35th year of serving the Lehigh Valley, we are grateful for all of our past, present and future clients and employees that voted for us. Thank you!
Allied is hiring warehouse workers for Walgreens’ Distribution Center in Easton! All positions pay $14/hr, with both day and night shifts available.
Allied offers several easy options for you to apply:
With a strengthening economy and low unemployment comes a potential labor crisis.
Companies in Lehigh and Northampton counties are hiring and plan to continue hiring over the next year, but if the problem of finding the skilled workers necessary to fill these positions persists and nobody takes action to address the issue, the region could see a deficit of nearly 10,000 workers over the next decade.
Over the next decade, the number of baby boomers leaving the workforce is 90,665, while the number of incoming workers is 80,673.
That’s according to the Lehigh Valley Economic Development Corp., which Thursday afternoon released the final report of a yearlong regional study that polled more than 300 companies in Lehigh and Northampton counties on questions related to skill needs, hiring plans, workforce challenges and other factors.
With Lehigh Valley-specific data in hand, economic development and workforce officials say they are poised to capture a greater understanding of how to find the right people for the right job.
“This data is the first time we’ve had Lehigh Valley specific data,” said Don Cunningham, president and CEO of LVEDC. “It’s really saying the Lehigh Valley is in the category of most of the strong growth regions in the country. Demand for skills is increasing.”
At an event that attracted about 200 people to the Blue Grillhouse event center in Bethlehem Township, officials involved in the Education & Talent Supply Study disclosed the findings from the data they gathered over the year. State grants funded the majority of the study.
The Education & Talent Supply Council formed in 2015 to meet, discuss and work on these labor issues and had participation from local schools and colleges, said Mark Erickson, president of Northampton Community College and chairman of the council.
FIVE TARGETED SECTORS
In 2017, LVEDC and the Workforce Board Lehigh Valley hired MDB Insight, a Toronto consulting firm, to conduct the study that included interviews, focus groups and surveys with businesses from five targeted industry sectors and other stakeholders.
That same year, LVEDC hired Karianne Gelinas for a newly created position, director of talent supply. Gelinas helped to gather the data and worked closely with the council.
The targeted sectors are manufacturing; high-value business services; life sciences; transportation, warehousing, logistics and wholesale; and health care. The data are only from companies in these fields, and the council chose these sectors because they said they demonstrated the greatest employment needs.
“They already employ a large sector of our workforce and they are poised for growth,” Gelinas said.
Having strategies to help these growing employers is critical to the region’s economic health, Gelinas said.
COMMUTING IN AND OUT
The study also used Census Bureau data, which showed there are more Valley residents commuting outside the region to work than there are out-of-area commuters coming into the Valley to work.
Data revealed 91,230 people work in the Valley but live elsewhere, while 186,170 people live and work in the Valley. Furthermore, the data showed 99,138 people live in the Valley and work elsewhere.
“That number used to be way out of balance,” Cunningham said, saying many more residents commuted out of the Valley to work elsewhere. The council would like to broadly identify those 99,138 people leaving the Valley each day to work, their skills and where they are going, he added.
QUALITY WORKERS ARE PARAMOUNT
LVEDC, an organization focused on attracting new companies to the Valley and retaining existing ones, is finding that businesses are increasingly more concerned with the quality of the available workforce than they are location, according to Cunningham.
“The availability of skilled labor and gaps between existing workforce and skills that today’s employers need are critical economic challenges,” he said. “This is not just a Lehigh Valley issue.
“It’s a common concern in growing communities across the United States during a period of rapid technological change and historically low unemployment levels.”
NINE IN 10 TO HIRE
A majority of surveyed employers said they have had difficulties hiring. The study showed 71 percent said their company has experienced challenges in recruiting, hiring or retaining workers over the past year.
The study also showed 91 percent of employers said they have hired workers within the past year, and 89 percent said they plan to hire within the next 12 months.
“The constant that we see across all our clients is, the skills gap affects everyone,” said Susan Larkin, vice president of Allied Personnel Services, a staffing agency in Allentown and presenting event sponsor. “The need for this study is clear.”
Larkin said she has not seen a labor market like this one. Her firm has experienced many different labor markets over the years and is one of the Valley’s largest employers.
Now with the survey complete and the data released, the council will examine 36 recommendations that MDB Insight identified, including nine that LVEDC views as the highest priority for taking immediate action.
These include conducting more tours of local businesses for the community and school officials, developing a more targeted mentorship program and finding out where residents go who leave the region for educational opportunities elsewhere. The full study and recommendations are available at LVEDC’s website.
“We are trying to look forward and put some framework in place,” Cunningham said. “We have to understand it to be smart.”
Source: Lehigh Valley Business