Establishing trust as soon as possible is critical to onboarding a new team member successfully. In my previous article, I provided the business case for building trust. And with new starters, this is difficult to do as you are an unknown to them. You've already done the sales pitch during the interview process, so now's the time to prove what a great company you are and, more importantly, what a superb manager you are. There are a number of simple steps to take to help quickly and effectively build trust.
Start before they do… by maintaining regular communication, especially if they have a long notice period with their old employer. Keep checking in with them, answering their questions promptly, and providing details for their first day to put them at ease. We all remember the little worries of starting a new job, and it's your job to eliminate as many of them as possible. This consistent communication will make them feel supported and cared for even before they officially start.
Be there for their first week… this might seem like teaching granny to, but in my experience this sometimes need to be spelled out. I've worked with managers who, in their desperation to 'fill a vacancy', have agreed to a start date for a new starter when they themselves have been out of the business on holiday. Showing someone you care and you want to support them means being present for the full first week. Not just the first day. This will make the new team member feel valued and important, and it will set the tone for their entire onboarding experience.
Celebrate the little wins, give them feedback in the moment, when they accomplish something. Positive reinforcement of great behaviours and achievements will quickly build a positive working relationship, establish trust and build confidence. It's always a little nerve-wracking starting a new role, and celebrating their achievements, no matter how small, will make them feel appreciated and motivated to continue doing their best.
During any interaction with your new team member, make sure you listen. Rember two ears and one mouth. Get to know the individual, listen to their concerns, and encourage great two-way conversations by listening, agreeing on actions and doing whatever you can to support your team members.
Following through on actions is so important. This helps you build credibility, shows the new starter that you mean what you say and are reliable, and shows that you care…. This speaks volumes. It demonstrates to your new team members that you want them to achieve and are keen on helping them establish themselves quickly into the team.
Put some time into developing an onboarding plan; that's right, a physically documented plan. This will demonstrate that you are setting your new starter up for success and that you care and want to help them. In the onboarding plan, ensure that they are introduced to key individuals with whom they will be working closely within the first week or two. Make sure the individuals have a scheduled time slot with the individual and encourage, where possible, them to meet off-site, maybe at a coffee shop (although too many coffees in one day might not help the new starters' quality of sleep!). The People Team will be able to support you with building an onboarding plan use them (you'll thank them for it!).
Be authentic. Show them who you really are and tell them about yourself. You don't have to tell them what junior school you went to or your childhood nickname, but share pertinent details to put them at ease.
Good luck!
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