As we mentioned in the previous module, orientation is a critical aspect of employee retention. Since the orientation process takes time and planning in order to be effective, this module will focus on the next critical aspect, which is following up with new employees.
Where a company is committed to drawing the right people, in turn they develop good people. This can help a company that is making an effort to be an “employer of choice.” If you speak to people who work for just such organizations, you probably know that their recruiting efforts are eased by the fact that candidates come to them asking for the privilege of working together.
So how do you do your part to help your employer achieve that prestigious status? The answer is simple: by checking in with new employees. Just think of it this way: checking in with your employees will help them from checking out.
Sometimes your follow up will be based on the employee orientation checklist from the previous module, and simply making sure that each area is covered adequately. Other items may get added to your checklist based on your conversations with the employee.
These regular interactions, which may be short and seem informal, or follow a more formal tone, also give the employee the opportunity to ensure that he or she has made the best decision possible in coming to work with you. If that person is able to get the information they need when they need it, your chances of developing a strong, engaged employee, continue to grow.
We recommend that you set up and follow a regular schedule to integrate your new employee. Depending on the role they are hired to, and your role, the schedule will vary, but there are a few key things to focus on:
Pablo, Karen and Ling were designing a follow-up schedule for the new employees who had participated in orientation the previous week. The board room desk was piled high with papers and stacked with pens, but they didn’t have any ideas until Pablo decided they should work together and talk about key things to focus on for the schedule. Both Karen and Ling agreed, and they each wrote down an aspect they thought was important: the employee should meet with them the first day of each week, the employee should discuss how they feel about the workplace, and the employee should meet with them every two weeks for the first three months and monthly thereafter. Pablo, Karen and Ling managed to finish up early and lay out a successful follow-up schedule with these aspects in place. All three of them were happy to have completed the schedule which would make their jobs easier in future.