Remember when, as a kid, you would beg your parents to go to the store to get the newest toy? After you had gotten used to your toys, they seem to grow stale. The toys you were once excited about a few months ago begin to collect dust in the back of your closet. Inevitably the newest toys will join them; it is just a matter of time. The same thing can happen to your employees. Metaphorically. We hope your employees aren’t collecting dust in the back of your closet.
Once a new class of employees arrive, it’s always exciting to get them started learning about your company and finding their place in your company. After a few months, the excitement can wear off and it becomes harder to keep up with them. As soon as they get up to speed, their routine check-ins are replaced with water cooler “how ya doin’s?”. Here are a few ways you can be sure your new employees transition from their onboarding to being onboarded:
Give them room to grow
You want your employees to continuously feel like they’re growing, or at least there is an opportunity to grow in the future. Consider promoting open positions internally before externally. It will show you encourage advancement within the company.
Many employees job hop to work their way into higher positions. Good experience at multiple companies is sometimes often valued more than great experiences at one company. Valuing experience at your company can help build a better talent brand. If people know you promote internally, you will have more applications for entry-level employment.
For example, Chipotle looks internally for restaurant managers and then corporate positions. It’s established a culture of internal promotion to the point of many thinking you need to be on a Chipotle crew if you want to work for Chipotle corporate. Adding the base element of managers also rids the team of managerial entitlement. Employees know managers understand their work and managers can help them in any aspect they may be struggling.
Establishing a trusting culture between employees and managers means that employees are bringing concerns to managers rather than whispering during lunch breaks. Identifying problems at the beginning rather than after a buildup enables quick resolution as well as simple damage control.
Managers and employees experience burnout from micromanagement. So, put simply, don’t do it. It’s a pain for both parties. Having five bosses swoop by your desk asking about the Testing Procedure Specification reports probably doesn’t give employees enough time to finish them.
If you tell your employees what to do rather than how to do it, you can be surprised by their results. It also gives them freedom to manage tasks how they see fit. They’ll be happier with more freedom and you won’t have to stress out constantly over every employee on your team. Not micromanaging also helps the trusting culture between you and the rest of your team.
Bringing it back to the metaphor at the beginning. The perfect toy is Legos. You don’t need to manage Legos. You start out with an idea for results and you may not know how to get there. But, you learn and grow in the process. Yeah, I know, it might be a stretch, but how cool are Legos?
Keep your employees onboard from the start. Build a great company (with or without Legos) with a great training program here.
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