你已经聘请了你的团队担任重要角色 - 祝贺你！ 你花了几周的时间审阅简历，做电话屏幕和进行面试，以获得合适的候选人。 但是现在还没有松一口气，你仍然有一个关键阶段可以通过：入职。
虽然许多管理人员将这部分流程委托给人力资源部门和IT部门，并假设他们刚刚在第一天与他们的新全明星一起开始运作，但我已经了解到规划这种方式是不够的。
因为通常发生的事情是你的新员工和你坐在一起，得到几个第一步，然后一次又一次地回来，“好吧，我做了XYZ，现在是什么？”或者更糟糕的是，新手会坐下来绕着他或她的拇指等着你分配下一个任务。 与此同时，您不仅要尝试培训这个人，还要同时完成您的工作（可能包括管理他人）。
这种情况就是为什么我决定是时候提出一个更好的计划，让这个过程对所有参与者都更好。
设计这种“更好的方式”的第一步是概述我的目标：
- 新员工确切知道我的目标是什么
- 他或她不会浪费任何时间等待下一步
- 让我和他或她一起度过的时间尽可能有用和有影响力
- For the person to start making his or her own decisions within a controlled environment, so he or she develops autonomy and self-starterness early
Once I had those in place, it became easy to develop part two-The Self-Onboarding Tool. It’s a Google doc with two main sections: the Month One Goals and Deliverables and the Month One Detailed Plan.
I’ve used this over and over again now and it hits those four goals I listed above every single time. In fact, I’m so impressed by it that I created a version for you (yes, you!).
You can download it here.
Now, before you get started working with The Self-Onboarding Tool, there are a few tips and tricks you should read through.
- Be as thorough as possible before the new hire starts. Add in anything and everything that might be helpful: documents to read, people he or she should meet, tools he or she should learn, and so on. There is no such thing as too granular here.
- Reserve the first week for a lot of reading and meeting people, as well as getting access to any those tools that’ll be needed. The second and third week should include more meetings across the organization to learn about other teams’ goals, as well as some initial tasks your new hire can start to tackle.
- Get as detailed as possible when it comes to assignments. Don’t just say, “Read Q4 Diagnostics”-write “Read Q4 Diagnostics in the engineering folder that’s in the public drive” and link to the file. In addition, make sure to include the names of anyone you want him or her to meet (whether it’s to get tools or to learn about the process), rather than just saying, “Meet with marketing team to discuss goals.”
While this is a game changer, you should know that you’ll still need to meet with your new hire before just sending over this doc. I recommend blocking 30 to 40 minutes their first morning to walk through the document with him or her so you can answer any questions he or she might have. After that, employees will feel empowered to get started and be off to the races. But again, you’re still the manager! Make sure to schedule 30 minutes of follow-up time throughout the first two weeks so any questions can be answered.
Trust me: With The Self-Onboarding Tool, you’ll increase how fast your new all-star gets up to speed, and set clear expectations from the get go. And, as a bonus, I’ve found that it really lets people shine since I learn a lot about their existing knowledge and workstyle from the questions they ask. Plus-I know, it keeps getting better-once you set this up once, it’s much easier to customize for future hires.
Let me know how it works for you on Twitter @acav.
