Ways alienate new hires
early 90 percent of companies estimate that 10 to 25 percent of new employees leave within the first six months on the job. That’s according to a 2017 survey byKorn Ferry, an executive search firm, that netted 1,817 responses fromexecutives. Although this can sometimes be chalked up to a new employee simply not being right for the job, early turnover is usually a result of more than one negative experience. Heading off these problems before they add up and send someone running for the door is key. Here are 10 examples of howto drive new employees away. Avoid them, or you may spend a lot of time looking for new employees.
1. Failing to prepare for the new person’s arrival
Let’s set the stage: Excited and eager, you arrive early for your first day on the new job. As youwalk in, you look around, your manager is nowhere to be found and your new colleagues are busy. Finally, someone shows you to your desk, and it’s littered with the remnants of the previous occupant. Your computer is MIA and no one tries to find out what you need. No one shows you where the break roomor bathroom are and no one bothers to take you to lunch.
It may sound overly dramatic, but you’d be surprised howoften this happens, and it sets the tone for the new hire’s experience at your company.
First impressions are everything, and ensuring that you are prepared sets your new employee up for success— mentally and physically.
Let this question guide you: Howdo youwant the dinner conversation to go after your new hire’s first day?
2. Misrepresenting the job
It’s easy to lose sight of a job’s scope. Over time, responsibilities evolve and the same old job description just isn’t appropriate. One of the major responsibilities of onboarding programs and managers is to ensure that the expectations set during the recruiting process come to fruition.
You can mitigate the risk by performing a job assessment and assuring the description is an accurate representation before posting the position. Also, if feasible, include the person currently holding the position in the interviews and ask him or her to have things organized and in good order before leaving the company.
3. Failing to provide support and training
No matter when a new hire starts, it’s never going to be a convenient time as a manager. With a lengthy to-do list, your knee-jerk reaction is going to tell you to skip steps, expedite training and hope that your new employee can figure it all out.
If you expect your employees to be productive, then they need adequate training and support. If not, the feelings of insecurity and frustration will cause them to look for a safer environment.
4. Over-promising and under-delivering
I’m no stranger to a little exaggeration. However, when the truth about your culture and environment is stretched, itwon’t take long for your new employees to find out and be forever miffed.
Candidates don’t expect everything to be perfect. Being transparent about the atmosphere and admitting its flaws can be the bestway to guarantee the right person gets the job.
Just remember, every promise made during the interview process becomes an expectation. Be careful not to overpromise and under-deliver.
5. Taking the ‘bad cop’ approach
Taking the hard-line approach and placing rules and scare tactics ahead of the relationship can be costly.
Leading with consequences, being aggressive and intimidating employees will cause them to shut down and revolt.
Instead, focus on building relationships that are rooted in trust and respect, and your employees will be far more fruitful. 6. Putting the newhire on an island
This could go hand in hand with no training, butwould also include zero socialization. If you skip introductions and leave no roomfor networking, people will have a hard time fitting in.
As social creatures, human beings require connection and relationships to assimilate to new environments. Without these opportunities, employees feel isolated and excluded.
7. Offending the newhire
This could include being impolite, unappreciative, disrespectful or employing constant criticism. If this happens, even once within the first couple of days, employees assume it’s a chronic issue. (You’re supposed to be on your best behavior for at least the firstweek.)
8. Being hypocritical
“Do as I say, not as I do” never works. Expectations for one team member should be the same for everyone.
If not, thoughts of favoritism and divisiveness will quickly drive your team apart. Lead by example.
9. Micromanaging
Direction and coaching is one thing, breathing down someone’s neck is another. Peoplewant to feel a sense of autonomy and mutual respect. Trust people to do their jobs.
10. Negative talk
On their first day, new employees are searching for validation. They are looking for evidence that supports their decision to join the organization.
If there are rumors flying around and talk of conflict, then their vulnerability and thoughts of doubtwill be exacerbated.
Once you lose the trust and respect of your employees, it will be almost impossible to regain it. Managers who have their employees’ backs and take accountability for their actions gain the respect and admiration of their teams.
These things may be happening at a lowboil, so it pays to look carefully at the culture. HRand onboarding professionals can prevent the situations above fromhappening and can greatly decrease early turnover and increase new hire engagement.