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6 Must-Do Steps to Ensure New Employees Start on the Right Foot

If you haven’t put much thought or effort into your onboarding process in the past, the following tips will ensure that your relationship starts out on solid ground from day one.

Eric Siu

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Bringing new employees into the fold of your growing startup is a monumental undertaking. If you haven’t hired before, hiring your first worker means meeting new legal requirements and delegating tasks for the first time. But even if you’ve already made your first hire, adding further workers requires due diligence on your part to ensure the company culture you’ve been trying to create is upheld.

So much effort goes into the hiring process that many startup founders forget to invest in the key process that influences whether the new workers they’ve selected will go on to be successful: Onboarding.

Related: Hiring Your First Employees

If you haven’t put much thought or effort into your onboarding process in the past, the following tips will ensure that your relationship starts out on solid ground from day one:

1. Start late

At a minimum, your new staff member should start the day at least two hours later than when the rest of your staff arrives at the office. This prevents two unfortunate possibilities that could leave your new hire feeling unwelcome.

The first is the risk that your new employee arrives at the office while it’s still locked and dark – not a very welcoming way to start a new position! But even if staff members are there, having the new hire arrive with everybody else – especially on a Monday – raises the possibility that the stakeholders involved in the onboarding process will be tied up putting out the previous night’s fires.

Your onboarding process will go much more smoothly if it begins after everybody has had the chance to settle in and address pressing issues.

2. Have key staff conduct the welcome

So, you’ve got your new staff member coming in later – now you’ve got to think about who’s on deck to greet this person.

Companies that already have a small team on board are prone to leaving the greeting, tour and initial conversations to the admin staff (or worse, the employee closest to the door). But welcoming new employees in this way sends the subconscious message that they aren’t your top priority – and nobody wants to feel that way upon joining a new company.

Instead, schedule your new hire’s first day when your schedule (or the schedules of other top staff members on your team) is relatively empty. Then devote your full focus to the process of welcoming your new worker onboard.

3. Reaffirm their choice for taking your position

“First days are an opportunity to tell the story of who you are and what you want to accomplish, and have that stick with every single person who joins your organisation,” says Carly Guthrie, a San Francisco-based human resources consultant. “You want to take the opportunity to validate their decision to join.”

Related: 5 Tried-And-Tested Tips for Hiring the Best Talent

Too many startups put all of their energy into recruitment, and then drop the ball when it comes to onboarding. Remember the old adage that you only have one chance to make a first impression.

Use this time wisely by taking the time to reaffirm both your company’s mission and the new hire’s choice in taking a position to work with you.

4. Hold a team lunch

The leaders of Hellosign, a digital signatures startup, understands the importance of bringing the entire team together to welcome new hires on their first day. Gina Lau shares the company’s process:

“We host a catered welcome lunch on everyone’s first day where our office manager Juliette is the mistress of ceremonies. She makes sure conversation is flowing. Then at the perfect moment, she has everyone go around and reintroduce ourselves.”

You don’t have to spend a lot of money on your team lunch, but you do need to take it seriously as an opportunity to introduce new teammates to each other in a non-threatening, social environment.

5. Have the new hire spend time in customer service

John Rampton of Hostt describes his process of having new hires in every position – even the CEO – spend two to three weeks in customer service, saying, “This helps every person in the company know our product and what our real customers are saying.”

Take a lesson from his playbook by requiring your new hires to do the same. Even if they’ll eventually move into very different positions, having a background in the company’s customer service process and customer concerns will help new workers to start out with a balanced understanding of the company and its objectives and challenges.

6. Keep the first day light

Finally, keep in mind that, while having new hires spend time in customer service is a great idea, they don’t need to dive into everything right away.

Related: How to Hire Superstar Employees

If you’re already short-staffed, it can be difficult to think about delaying your new worker’s immediate productivity. But take a longer term approach. Burning your new employees out on their first day isn’t the best way to kick off a long, fruitful relationship!

This article was originally posted here on Entrepreneur.com.

Eric Siu is COO of of Single Grain, a digital marketing agency based in San Francisco. He also co-runs Storemapper, a store locator widget for e-commerce stores and other businesses.

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1 Comment

1 Comment

  1. MandsClair

    Jun 19, 2015 at 13:59

    This is just the advice I needed with a new hire starting in a week. Very sensible and achievable tips.

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Hiring Employees

Unemployment Is Way Down: 3 Tips To Attract Employees In A Tight Market

Now that ping-pong tables have become table stakes, it will take benefits with substance to attract the best employees.

Peter Daisyme

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Get creative. From remote work options to diverse compensation plans, employers like you can tailor your employment package to match the employee.

In this way, you’ll follow the path of the most successful businesses, which see competitive talent markets not as an obstacle but rather an opportunity to demonstrate their companies’ merits, and entice would-be employees.

Flashy perks are out of fashion

Startup culture glorifies fun fringe benefits like ping-pong tables, beer on tap and free pizza. After all, what employees wouldn’t choose to spend Friday afternoons goofing off with co-workers and snacks?

Turns out, most of them. Gallup’s State of the American Workplace report found that most employees would leave their current job if a competitor offered substantially more flexibility and money – not perks.

Real adult workers might enjoy Galaga arcade games in the break room, but they would rather be able to leave early to pick up their kids, schedule longer vacations and pay for better lifestyles with fatter pay cheques.

When the job market puts the power in the hands of the worker, businesses can’t skate by on superficial perks. To attract high-quality employees who will stay, companies must offer practical, competitive benefits with long-term appeal.

Related: Why Innovative Employee Benefits Are Your Competitive Advantage

Here is what the top talent really wants:

1. Assistance with student debt and housing costs

The student loan debt crisis is bad and getting worse. College graduates are finding jobs, but their wages aren’t going up. Those in the workforce are making payments late and falling into delinquency.

The problem isn’t limited to recent grads, either. Debt.org reports that the number of people older than 60 with student loan debt has quadrupled over the last 10 years.

Companies can help workers break this cycle by offering student loan support in addition to regular salary. Some providers of programmes now help employers offer student loan assistance programs, to attract new employees.

Employees saddled with debt often struggle to save up for big purchases like houses. In addition to student loan assistance, consider offering a mortgage assistance programme to help employees pay for housing. Not only will employees appreciate the fast track to home ownership, but they might stay with the company longer if they buy a house with a five-minute commute.

2. Forward-thinking travel policies

The Global Business Travel Association found that 59 percent of candidates surveyed consider travel policies when they choose an employer. And there’s a lot more to take into account here than just help booking a flight.

In fact, a movement is growing to make employee comfort a priority in business travel plans, since 79 percent of business travellers report that travel experiences affect their job satisfaction.

“The direct benefit of revamped travel policies is increased loyalty from employees and potential hires alike,” Scott Hyden wrote on Recruiter.com; he’s chief experience officer for RoomIt, a hotel-booking solution for corporate travellers.

What’s important is that smart employers not cram employees into the cheapest non-chain hotel closest to the airport. They take care of the little things (like storing and shipping business clothing) to make every travel experience go smoothly. They allow traveling workers to earn loyalty perks and points from hotels and airlines for personal redemptions. These small courtesies don’t cost much, but they make a big difference to workers.

Related: 5 Benefits Of Turning Your Employee Into An Intrapreneur

3. Preparation help for retirement

According to PwC’s 2018 Employee Financial Wellness survey, most employees are not confident that their retirement savings will even make it to retirement; 42 percent surveyed believed they would need to use money from retirement plans for other expenses.

Leaders should work with retirement plan providers and financial services companies to provide employees with resources and tools to plan for the future no matter what their salary grade.

By providing retirement literacy and investment-education options, enterprises help workers make the most of their pay cheque and live healthy, fulfilling lives. Don’t just put the resources out there and let employees figure it out themselves, though. Invite financial advisors to come talk to employees every few months about their options.

Invest in workers’ futures, and they will be more likely to spend that future with the company that helped them. Even if it’s not currently possible to offer a pension equivalent, employees will appreciate the educational assistance in getting their savings plans up to snuff.

So, yes, ping-pong tables and puppy breaks are fine, but employees are more interested in stability and flexibility than entertainment. Use practical benefits to attract top talent, retain the best workers and ensure that people who work for the company have the resources they need to live successful lives.

This article was originally posted here on Entrepreneur.com.

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Hiring Employees

After Realising He’d Hired All The Wrong People, This Food Start-up Founder Hit Reset

JUST co-founder Josh Tetrick wanted to build a disruptive company, so he hired disruptive employees. Then he got disrupted himself.

Jason Feifer

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Josh Tetrick had never run a food company, and he considered that an asset. His goal was to disrupt the food industry, so he wasn’t interested in old ways of doing things. “If you had told me when I started the company that one of the keys to success would be hiring people who are experts at going out to the Midwest to visit different warehousing partners, I would have been like, ‘Shut the fuck up,’ ” he says. Instead, as he built his startup JUST (originally called Hampton Creek), he hired outsiders like himself. It seemed to work. His first product, an egg-free mayonnaise, debuted in 2014 at Northern California Whole Foods stores and shortly thereafter was carried by thousands of Safeways and Walmarts. Demand was high.

Then lids started popping off. Labels fell off, too. The packaging was defective, and the product went from a success to a money-loser. As Tetrick scrambled, he came to a hard realisation: An entrepreneur can be too disruptive for his own good.

At the beginning, Tetrick fit a certain Silicon Valley archetype – the brash founder who celebrates inexperience. There’s a logic to it. If you want to rock an industry with fresh ideas, you can’t be bound by industry standards. And Tetrick had big ambitions. In creating animal-free versions of staples like eggs, mayonnaise, cookie dough and more, he wanted people to rethink how food is made. So he set up shop in a Bay Area garage and began hiring people he thought could make a huge impact – experts in data science and high-tech platforms.

Then came the disastrous launch. As his products lost money, he began examining the causes. There were many. His company had a terrible manufacturing contract and had picked the wrong manufacturers and warehouse partners. Its shipping process was a mess, and so was its supply chain. “Pretty much everything we should have been doing in operations we weren’t doing,” he says.

Related: The Pros & Cons Of Owning A Restaurant Franchise

When CEOs reflect back, they often regret that they didn’t move faster to fire people who weren’t right for the company. Waiting even an extra month can drag down an organisation. Tetrick understood this. He’d hired smart people, but now he realised they were the wrong smart people. So he laid off a few and replaced them with industry vets.

“We hired a guy who gave me the most boring presentation I’ve had in the history of all interviews,” Tetrick says. “But that was great, because all he wanted to do was talk about warehousing.” Then Tetrick forced himself to step back from hiring. Rather than be in control of every decision, as he once was, he left his new industry experts to build their own team – filtering for what they thought was important, rather than what he did.

Operations team members either caught on or were replaced. Contracts were renegotiated. Supply chains were fixed. Losses shrank and disappeared.

As he watched this happen, Tetrick reconsidered his leadership. “I need to be intelligent enough to know that there’s a whole bunch of stuff I don’t know anything about,” he says. But more than that, he needed to appreciate the limits of change.

“Everything is not a revolution,” he says now. Some things can be reinvented, but others are better off embraced.

Today, Tetrick says, JUST is a growing 120-person company and is on its way to going public. That’ll be the next phase of its revolution – all thanks to some very non-revolutionary employees.

This article was originally posted here on Entrepreneur.com.

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Hiring Employees

That ‘Bad’ Interviewee You Just Talked To May Be The Perfect Match For Your Job Opening

The ‘pattern matching’ that companies have long used to find the right candidate isn’t always the best strategy.

Alex Gold

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Think you’ve just conducted a bad interview? You may be mistaken.

Walking back to our office in San Francisco’s SOMA neighbourhood one recent sunny Friday afternoon, I was excited about the job interviews I had scheduled for the afternoon. While some entrepreneurs hate this task, I’ve always relished it. To me, finding like-minded individuals with the requisite skills and a passionate desire to change the world – or something “like” that – is thrilling. Right?

At least it is for me: That afternoon, I would be conducting phone interviews for our open head of sales position, a notoriously difficult role to fill, not for a lack of candidates, but rather for the challenge of weeding out the perfect candidate truly skilled at closing sales and helping to build our health-intelligence platform.

That afternoon, however, reality set in, in the form of close to ten disappointing phone calls.

Picking up my phone once more, I made my final call – to the most unlikely candidate of the bunch. And, within two minutes, I was floored: This guy was quizzing me on my knowledge of our business space. Not only that, but he was also asking about my personal relationships with competitors. Huh?

Calling around to other founders after the interview, I quickly uncovered a strong consensus based on those founders’ individual experiences: This candidate’s comments weren’t weird or unwelcome, they said. In fact, they considered the best salespeople to be the ones who quizzed them.

For me, this was the first of many unexpected interview lessons that I learned “on the fly” as a start-up founder. One of those lessons was that, in conducting job interviews and evaluating candidates, most hiring managers rely on “pattern matching” – the idea that you can identify patterns in candidates, in terms of their personal attributes and skills which align with your organisation’s mission and values.

In the age of artificial intelligence and machine learning, this practice has intensified, as pattern matching has gone high-tech. Recruiters and organisations are turning to algorithms to more accurately identify talent “matches.”

Related: How To Interview Prospective Customers

However, even with this new data analysis capability, the concept of pattern matching can break down. Here are some further lessons I’ve learned that demonstrate the fallibility of “pattern matching” and why it may be challenging to rely on it during job interviews.

1. A “bad” interviewee could be the right colleague

We often want to hire people we get along with. When a candidate can quickly and seamlessly integrate into the team, we can almost immediately leverage that collaboration for better business results. What’s more, the likelihood of conflict diminishes significantly, removing obstacles that often impede organisations when team members have contrasting values.

Finding that seamless integration can be quickly determined through an interview, where we evaluate someone for his or her skills and ability to gel with team members. Yet, even a bad interview doesn’t mean the candidate won’t be a good match.

“Sometimes, a challenging interview does not equate to a poor hire,” Simon MacGibbon, my colleague and CEO of the health-monitoring company, Myia, told me.

“You need to be able to look at the scope of the entirety of the candidate, including background interviews, reference checks and work product. Basing hiring on interviewing alone puts many companies at risk of passing over candidates with valuable skill sets and different, but complementary, personalities.”

2. Hire for attitude. Train for skills

Herb Kelleher, the legendary co-founder of Southwest Airlines, said it best in the book Nuts!: Southwest Airlines’ Crazy Recipe for Business and Personal Success: “Hire for attitude and train for skills.” This, of course, is how Southwest grew from relatively humble beginnings into one of the largest airlines in the world.

However, interviewers may be biased toward skills over attitude. Naturally, it is easier to opt for a quantifiable metric than to dig into a candidate’s personality and disposition.

Consider Michael Lewis and his book Moneyball, which recounts how professional baseball started using Sabermetrics to determine a player’s skill level and performance potential. Other industries have likewise leveraged specific metrics and assessment tools to identify the right candidates for open positions.

However, stringent metrics aren’t everything and may not always deliver the right candidates for a constantly evolving business environment. Some of the nation’s top entrepreneurs are now hiring candidates who are demonstrably adaptable and who can forge their own paths.

“When hiring, we focus on grit and fit over pedigree and expertise,” Daniel Fine, founder of Neu Brands, told me. “All are relevant and important, but when you’re building a rapidly scaling company, culture and team alignment have to be the top priority. This isn’t something I’ve always been successful with, but having learned the hard way, it’s now a focal point.”

Related: The Exit Interview

3. Interviewees who interview you know they can get a job anywhere

Going back to the example of our search for our head of sales candidate: The best candidates for a position will often interview the interviewer to learn whether they can be successful in the role. These days, they know they can go anywhere; record low unemployment works in their favour.  Yet, remarkably, a lot of entrepreneurs and managers do not respond positively to this shift in power which gives talent the upper hand. Many positions go unfilled, as a result.

A 2018 research report confirmed this. Titled Talent Intelligence and Management Report, from Eightfold.ai and Harris Interactive, it compiled findings from 1,200 interviews with CEOs and found that 28 percent of positions went unfilled.  Also in the study, 87 percent of CEOs and CHROs stated that they were facing at least one talent-related challenge. Employers are even giving up college-degree requirements in an attempt to widen their candidate pool.

So, the next time a candidate interviews you, in his or her job interview, you may want to think again. This person is probably more sought after than you think.

It’s time to win the right talent

It may not be a good feeling for a founder or executive to come to grips with this new reality. However, it’s also a valuable opportunity to change your interview approach and start evaluating candidates on more than experience and skills. By accepting this new shift in power, you can improve your position in the race to hire the best talent.

This article was originally posted here on Entrepreneur.com.

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