The Job Honeymoon
The odds of ending up in successful employment are as much of a gamble as the odds of ending up in a successful marriage.
In the initial days of the probation period, both parties are very much in love with each other making promises of unconditional support in any circumstance. However, just within a few weeks, the rose-tinted glasses are taken off and a magnifying glass is used instead. Reality strikes, disillusionment sets in..
The probation period is the most critical phase in determining the success of the employee-employer relationship. It is observed that the turnover is the highest during this period because the involved entities aren't sharing enough, aren't revealing enough & aren't discussing enough. As clichéd as it may sound, communication is the key to a successful relationship, both personally & professionally.
"Two monologues do not make a dialogue" - Jeff Daly
While we can’t comment on reducing the divorce ratio, we certainly can give you a tip or two on reducing attrition in the first six months:
1. Organizations should go beyond just sizing up the candidate to determine 'fit for the role'. Assessing the personality traits through psychometric tests with as much scrutiny is required to make sure the candidate is a 'culture fit' as well. After all, conservatives & liberals will never be on the same page.
2. The hiring manager should clearly understand the personal goals of the candidate and make sure they make they fit into the bigger picture of the organizational goals. After all, you cannot be a part of the same team if your destinations are in opposite directions.
3. While making the final offer to the candidate, clearly outline the growth prospects within the organization so that the candidate walks in with his or her eyes wide open. After all, good employees upgrade themselves – if not within the organization, outside the organization.
4. Discuss the results of the hiring process and the basis of selection with the new recruit. After all, this will act as a morale booster and facilitate in starting off the innings on the right foot.
5. Have a 3 month employee engagement plan in place & leave no room for ambiguity. This will give the new recruit a target to aim for and the manager a reference point to assess the performance eliminating room for uncertainty. After all, if you don’t know where you are going any road will take you there.
6. The management should try to build a congenial yet professional rapport with the new recruit making it rather comfortable for the recruit to approach the manager with doubts. After all, a good work environment is conducive to business growth and optimum employee performance.
7. The manager should work closely with the new recruits or at least have as many meeting as possible validating their work at every level while coaching and mentoring them if required. After all, nurturing talent is the key to a successful organization.
8. The new recruit must be introduced to all members of the organization especially those they are required to liaise with. Not knowing who to approach for a task is a criminal waste of time. After all, strong internal networking helps increase productivity.
9. Both entities must give and take frequent updates & feedbacks. The manager should analyze the growth, chalk out the workflow and processes, give the roadmap and outline improvement areas. After all, pleasant surprises are welcome but rude shocks...no way.
10. The new recruit should be kept involved in the progress of the assignment and the business implications at all times. After all, being in the dark or left wondering doesn’t do anyone any good.