At the age of 19 I took a job as a runner at a large law firm. The qualifications for such were minimal – simply to do whatever I was asked to do without question. This entailed everything from filing court documents with the Clerk of Court, to picking up dry cleaning, to arranging for “Sesame Street’s Big Bird” to be present at a birthday party. Any errand that needed to be run, I was the girl; thus, the term runner.

My first day on the job consisted of filing paperwork alphabetically, until the receptionist had to excuse herself, and I was told to answer the phone. A litany of red and blue lights connecting numbers to offices blinked anxiously at the desk as I attempted to answer the phone, and I couldn’t even pronounce the first name of the partnership. “Khicenstein, Breech, and Denmire,” I announced, trying desperately to remember the firm name.

“What did you say?” a voice bellowed back at me.

“Ummmm…Klimentine, Beach, and Denmire?” I stuttered trying to find a letterhead, card, anything with the name of the firm.
Unfortunately, it was Mr. Cleminster that was calling, the name that would be signing my paycheck.

Not only should I have lost my job that day, but the manager should have as well.

Equipping our new staff members to do the job they were hired to do is our responsibility. By acknowledging the importance of implementing an induction program, we can prevent the typical employee departure 1 to 2 months into their term of employment. It is important to understand that most people leave a job because they never felt they “fit” or “adjusted” to the company.

Here are some guidelines to follow that will insure an easier passage for your newly hired staff:

1. The Grand Tour – Taking the time to give new employees the full tour of the office not only makes them feel welcome but emphasizes the pride that you have in your company. There is an immediate common ground when we show a guest our home; it is no different in the office, and it begins the process of the employee feeling a sense of ownership and pride in their new position. Point out important pictures, specific employees, the break room, the bathrooms, and little eccentricities that bring about a feeling of belonging.
2. Employee Handbook – Have available the Employee Handbook. Give your new staff adequate time to go over it fully before you even start assigning them a task. Emphasize that you will be back in thirty minutes or so to answer any questions that they might have regarding the handbook. In doing this, you are stressing the importance of the Rules and Regulations that control the company, but also the value the company places on its team members and their rights as employees.
3. Assign a Mentor – Probably one of the most important elements in making new employees feel a part of the organization is a Mentor. The Mentor should be a person who will answer questions and concerns on a daily basis; take the lunch break with the new staff member; make certain that the employees meet the other team members and understand the chemistry of the team. Mentors are a significant tool in implementing unity between the new staff members and all the others. There is much to be learned at the water cooler in most offices. A Mentor assists in navigating the new employees into the employee pool.
4. Probation Period Checklist – The standard probationary period for most staff members is 3 months – the 90 day count down. While such time periods are important, even more importantly is to let employees understand what is expected of them during this trial period. A clear objective, written together with the new staff members of a list of desired qualities and accomplishments during this 90 day period, gives the employees a directional compass to follow as well as you a tool for evaluation. Make it a habit to check in with the new staff members frequently during this trial to answer any questions and to encourage job performance and abilities.
5. Share the Vision – Express your desires for the company and why their being a part of the team is important to you and the growth of the firm. Everyone wants to feel needed. The most loyal employees are that way because they believe the company would fold without them. Help the new staff members to buy the vision of the company. Understanding where the company is going and how it will get there gives employees direction. Knowing where the company is going helps employees to pull together on common ground. There is nothing worse than working for nothing. If you do not know why you are pulling, do you really put forth much effort? The destination is the key to motivate action.

Set plans for the induction of new employees insure a much greater success rate in productivity and longevity. In the words of the author C. S. Lewis,

“It may be hard for an egg to turn into a bird; it would be a jolly sight harder for it to learn to fly while remaining an egg. We are like eggs at present. And you cannot go on indefinitely being just an ordinary, decent egg. We must be hatched or go bad.”

by Nora C. Hatchett