Orientation

In too many cases, once a new candidate is hired, he or she is left too much on his own to get up to speed. The most successful businesses do not leave the employee entry process to chance. Some, like Disney and Proctor & Gamble, have elaborate training programs that indoctrinate new employees in the company's values, culture, and traditions. New people quickly come to understand and feel a part of the company.

A thorough orientation should be designed by the individuals in the organization with whom the person will be working. In most cases, a good orientation should begin immediately and be completed or well underway by the end of the first week or two of employment.

Here are some of the topics that would normally be included in most orientations. They're not necessarily listed in order of importance.

1. Personnel policies and procedures of the organization.

2. The benefit plan that applies to this individual.

3. The organization's vision: why the organization exists (core purpose), what it stands for (core values), whom it serves (mission), where it is going (major goals), and how it intends to get there (strategies.)

4. Basic information about the types of constituents, and the needs that your organization serves.

5. Basic information about your products and services.

6. Organizational literacy: how the work flows through the organization; understanding the whole organization, how the various components fit together, and how work in one area impacts and depends upon others.

7. The individual's job:

8. Objectives and standards

9. Responsibilities and tasks

10. How it fits in the overall organization

11. How to get help on any type of problem which may arise.

12. Introduction to all key people.

13. Explanation of the evaluation/appraisal system. What's the process; what impact does it have; what is the date, time and person who will do the first evaluation.

14. Assigning a mentor to continue the orientation and training of the new employee.

Performance Reviews

You should schedule performance reviews at the end of 30, 60 and 90 days. In most cases, at the end of 90 days you should have a very good idea on whether you have made a good selection on this person or not. It is important early on in the individual's career to provide them with sufficient guidance and feedback so that they have ample opportunity to get on track if they are not on track.

The typical periodic performance review does not improve performance. Rather, it tends to reinforce mediocrity. There are no real consequences for poor performance, other than in the extreme cases of firing. Usually those employees whose performance is just satisfactory, or who perform inconsistently, or who do their jobs but create problems for other, stay on year after year with no measurable improvement. Over time, mediocrity becomes the norm.

Guidelines for Getting Top Performance

Once you have hired someone, you can do many things to insure and encourage top performance. Here are some guidelines:

1. Communicate the organization's mission or goals and check for understanding.

2. Set objectives on a daily, weekly, monthly, quarterly or annual basis as appropriate.

3. For each objective, determine if the person needs: Motivation. Training and coaching. To be left alone.

4. Hold the individual accountable for results. No excuses after the due deadline.

5. Give performance appraisals regularly, at least weekly to begin with, and never less than quarterly. Read the "One Minute Manager" for help here.

6. Make sure the person is given accurate and timely information about the results of their job and their work unit so they are not flying blind.

7. Be tough: Don't try to love'em along, if they cannot cut the mustard. Most CEO's say, "I never fired anyone soon enough." Put your energy into training the stars, not saving the dogs.