Provided by: The Human Equation

Manage Diversity at Work
Online training for managers and
HR Professionals. 1.75 HRCI credits
store.thehumanequation.com/diversit
 
Prevent Injuries at Work
Buy an online course to learn about
injury prevention. 1.75 HRCI credits
store.thehumanequation.com/injury
 
Disciplining/Terminating
Learn to reduce your risks when
disciplining/terminating employees
store.thehumanequation.com/discipli




Make Room for the New Employee! The 5 Critical Steps to a Smooth First Day on the Job

By: Scott A. Pustizzi, SPHR

Buy HRCI Recertification
Earn 34.25 HRCI recertification
credits. Self-paced online courses
store.thehumanequation.com/HRCI

Take an ADA Online Course
Learn about disabilities laws in
the workplace. Get 2.5 HRCI credits
store.thehumanequation.com/ADA

Workplace Investigations
Learn to conduct investigations w/ an
online course. Get 2.0 HRCI credits
store.thehumanequation.com/WI

Planning the arrival and integration of a new employee into the workplace is an essential task that should be done before the new recruit's first day. For a smooth first day on the job, we recommend that a manager do the following:

  • Inform immediate co-workers that a new member is joining the team, define his or her position, and briefly describe his or her background. Preparing co-workers for the new employee has several benefits. First of all, communication is always key to employee satisfaction. By informing co-workers of company news and events before they occur, you are preparing them for change and showing consideration for their needs. In addition, notifying co-workers beforehand will alleviate any security concerns of having a stranger in the office. Furthermore, sharing pertinent information with co-workers regarding the new person's responsibilities will ease any concerns about job security and assist individuals who may directly support or work with this person. Overall, satisfied and informed co-workers will only make the new employee feel more welcome and confident that he or she made the right decision to join your organization or team.

  • Notify the receptionist of the new person's name, the date and time of his or her arrival, and to whom this employee will report. Many new employees get first day jitters, so help make their arrival at the workplace the least taxing part of the day. A warm and helpful receptionist sets the tone of the workplace and can help the new recruit get off to the right start.

  • Appoint someone in the work group to be the new worker's buddy or sponsor to provide day-to-day support and enhanced adaptation to the workplace environment. Although any qualified individual can serve as a buddy, we recommend setting up new hires with a current co-worker specifically trained to help acclimate the new worker. Employees often feel more comfortable asking questions of their "buddy" than of the boss, and a buddy gives the new-hire an immediate ally at the company. However, carefully select and train the employees who are going to inaugurate new hires.

  • Make sure the new employee's desk, cubicle, or office is ready, that all necessary equipment and supplies are at hand, and that the area is neat and clean. This is a very important step. Waiting until the last minute to prepare the new employee's workstation and materials can result in unnecessary downtime, not to mention frustration for all involved. Whenever possible, have everything ready so that the employee can get right to work without any hitches. This may involve speaking with managers and co-workers who perform similar duties in order to anticipate the needs of the new employee.

  • Have some tasks waiting for the new person to begin working on. Make sure it's real work and not menial or trivial pursuits. Don't waste a new person's eagerness by sentencing him or her to hours of reading instructions, policy manuals, the employee handbook, or the corporate annual report all on the first day. Giving the new recruit real work on the first day will help reassure him or her that the position is necessary and meaningful.








© 2004 The Human Equation. All rights reserved. No reproduction, display or sale is permitted without the express written consent of the copyright owner.

The Human Equation's newsletters and publications are intended as an information source for the clients and friends of the firm. Their content should not be construed as legal advice, and readers should not act upon the information in these publications without professional guidance. Please note that newsletters and publications that are archived by The Human Equation or HRTutor.com are not updated after initial publication and may not contain the most current information available.