Podcast Episode #44:
Getting New Hires to Stay
Overview of Episode #44 ---
- 3 key reasons why preventing new hire turnover
is more important today, than ever before.
- 3 goals you should focus on with new hires
to keep them.
- One action you should take with every new
- 32 ideas, tools and tips of actions you can
start taking right away.
Timing on Recording: @ 6:39 ---
Topic 1: Welcome; Your First Day at Your New Job.
- Do you remember your first day at a new job? How
- My experience at an international software
- Mid-size company example – Need to learn how to
“Welcome” your new hire.
Timing on Recording: @ 14:00 ---
Topic 2: Three reasons why getting
new hires to stay is especially important today.
- Market conditions.
- Cost of turnover.
- Poor new hire process.
Timing on Recording: @ 20:15 ---
Topic 3: Three things
to focus on when you're thinking about
- Reduce fear.
- Increase the understanding of the company and
- Give them everything they need to be productive
Timing on Recording: @ 21:49 ---
Topic 4: New Hire Coaching and
Working Together Effectively Process.
- Immediately demonstrates the
company's commitment to employee growth and development.
Timing on Recording: @ 24:47 ---
Topic 5: Onboarding starts immediately.
- Send emails.
- Keep in touch with your new hire.
- Align what it takes to get started.
- “My new hire isn't here until they're
- Make sure your new hire knows what is
Timing on Recording: @ 26:18 ---
Topic 6: How to
Reduce New Hire Fears.
- Help them understand the company, the big
picture and how they fit in.
- Share a Performance Dashboard.
- First day of driving analogy.
- Why a Performance Dashboard is so important.
Timing on Recording: @ 32:49 ---
Topic 7: 32
On boarding Tips.
the CEO or top executive welcome them to the organization with a phone
call or letter.
a new hire luncheon on the first day to meet the team.
a welcome banner, for his or her workspace, signed by the team.
a team picture on the first day and have it signed by all.
a notice in the local paper welcoming them to let everyone know of your
new team member (like consulting and law firms do).
them a plaque celebrating their first day.
a welcome note and/or picture on your corporate website.
them a predated five-year pin to show them that you expect them to be part
of the team for a long time.
them a “meet everyone card” that requires (rewards) them for getting all
key team members to sign the card during the first 14 days.
them a “new hire” reserved parking spot to celebrate their first week.
them $25 gift certificates to give to the top five mentors who help them
the most during their first week/month.
the manager to ask them for a “what they dislike” list. Develop a “more or
less of” list and then manage to it.
them about how they like to be managed. Manage toward it. (Consider having
the new hire take a DISC Assessment, which outlines how they like to be
managed, do’s and don’ts for communication, and more.)
them five free-lunch coupons to use with co-workers so they will rapidly
get to know them and the local restaurants, as well.
the recruiter’s job description to include staying in touch with their
hires and using their knowledge to help man- agers understand and manage
their new employees.
them a rouge’s gallery (pictures of the whole team) of all team members so
it will be easier for them to put names with the faces they meet.
the managers’ and teams’ performance appraisal and reward systems to
include time to productivity.
to starting, set up their email address, password, telephone, ID card,
corporate credit card, a departmental organization chart, telephone
directory, and more.
a glossary of acronyms, buzz-words, and online FAQs so they quickly feel a
part of the company culture. Knowing these words might also decrease the
number of errors on the job.
a departmental mentor to assist them during the first month.
them a copy of your mission and vision statements, your department’s
short-term plan, and organizational chart prior to the first day.
their business cards mailed to their house before their first day.
a survey of your past new hires and identify their problems, frustrations,
and things they would like to have more of and less of.
the training needs of the candidate and schedule the required development
before the candidate starts.
a series of one-on-one meetings to discuss questions and identify any
frustrations or problems.
a frustration (barriers to productivity) survey among all new hires at the
end of the first, third, and sixth months. Manage to the results.
not let the intern or human resources benefits person do the entire
orientation! Dump the dull videos and take out the boring stuff.
the orientation to at least a week (to as much as 6 weeks) so that you
don’t initially overwhelm them with information. Don’t do it all in one
they are new to the area give them a list of the best restaurants,
schools, childcare, and so forth in the neighborhood to help them feel
comfortable with their new neighborhood.
they have relocated, consider getting the spouses and kids of your current
employees to help orient the family to the cool things in the community.
a private new hire Facebook page to help them help each other. Consider
forming an affinity group and pay for their lunches.
a post-orientation survey and ask them what they want more of and less of
from orientation. Ask them to write down any new ideas or solutions they
have on how to improve orientation, and then use them.
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