Before being today’s experts and established professionals we were also the misunderstood newbie that no one in the organization seemed to care about.
Unfortunately it’s true, in most companies, the ‘boss’ doesn’t know how to approach a post-hire check-in. So in honor of this moment we’ve all gone through, as an employee adrift in a new environment waiting for our superiors to come and say some kind of feedback, we want to share these tips from Paul Slezak on “How to Conduct a Proper 30-day Post-hire Check-in”
1. Put time aside
You should check in regularly with every new staff member in the first few weeks. But you should definitely set a specific time aside for their 30-day check-in. It’s even worth scheduling it in both your calendars from day one. That way it won’t get overlooked.
If there’s a meeting scheduled, you can be assured that your new team member will be preparing for the conversation. You should spend a few minutes preparing your part of the 30-day check-in too.
In terms of your ‘success expectations’, what specific and measurable outcomes had you defined for your newbie by the 30-day mark? Without these having been clearly spelled out, your new team member won’t have anything to go by when listening to your feedback – either positive or constructive.
3. The setting
Personally I have conducted many 30-day check-ins with new team members over lunch in a café. I found it to be a more relaxed and informal setting but a chance for us to have an in-depth conversation reflecting on their first month in the business.
4. The 2-way conversation
Remember that the 30-day check-in isn’t just your chance to provide your feedback. Of course you will have your chance to speak, but you should let them kick off the conversation.
5. Listen carefully
Just as you hopefully did in your initial interview with them, during the 30-day check-in you should listen twice as much as you speak. Take notes, and ensure you are engaged and not distracted (make sure your phone is out of sight!). Of course when you are providing your feedback, whilst you might have a few general observations, where possible try to relate the conversation back to your specific success expectations.
6. Encourage them
For the most part, 30 days is too early to make any drastic decisions. Whether it’s a free flowing conversation or there are a few awkward silences or unexpected pieces of difficult feedback (from either side), where appropriate let them know that you are on their side and will do all you can to help them meet their objectives.
7. Follow up
Believe it or not this is one of the most important steps – even though it happens beyond the actual 30-day check-in. If you have agreed to make some changes, investigate something, speak to another team member, or come back to your new team member with a response to a particular question, make sure that you do so. And if possible commit to doing so in a relatively short period of time.
Nobody respects an “all talk and no action” manager. And if that’s the impression you create at the 30-day mark, it will be hard to regain the respect when it comes to any future performance related conversations.Source: recruitingblogs.com Article by Paul Slezak