How do you get your NEW people to stay?

Research has taught many business leaders of the importance of creating a positive first 90 days for new employees. Companies that understand the impact the first 90 days has on the retention of new people have seen excellent returns in reducing staff turnover.

As The Telegraph states, staff turnover costs British businesses at least £4.13bn every year as new employees take up to eight months to reach optimum productivity levels, according to research released today. The average cost of replacing a departing staff member is £30,614, says Oxford Economics and income protection providers Unum.

We sometimes forget the stress new employees face as soon as they arrive to begin their new career. Not only do they have to build relationships with their new colleagues, they have an unfamiliar routine, or lack of a routine altogether, this can cause for added stress as well as the growing pressures to impress and succeed at their new position. Without a 90 day programme for new people, organisations risk losing key people early.

A plan of any sort provides you with a tangible version of where new people are going and where you expect them to be. By planning out your expectations of new people in the first 30, 60, and 90 days, you create a vision that will help your new people achieve their potential. Please take a moment to read my advice on what your business leaders should be considering for new employees within the first 90 days.

30 days – The learning stage

One common mistake employers make is never taking the time to explain exactly what it is that the company are trying to accomplish through their strategic plan.

  • Provide the vision and mission statements and the plans the company abides by to reach these core values.
  • Ensure new people understand the expectations their line managers have of them.
  • Encourage professional relationships with their new colleagues.
  • Educate them about your customers and clients.
  • Explain the overall company culture.
  • Explain what they are expected to learn and make them complete a personal development plan.
  • Explain how their performance will be assessed and their specific targets.
  • Make sure they know the organisation chart for their area.

60 days – The settling in stage

After 30 days new people will have taken time to fully assess the company, this is the stage to ensure they begin adding their strengths to the equation:

  • Encourage new people to build their own personal brand within the company by showcasing what they do well.
  • Obtain feedback on the ways in which new employees feel the company can make changes to improve overall performance.
  • Push new people to be effective communicators. They are still newbie’s, but don’t let them hide behind their computer screen two months in.
  • Introduce versatility by setting some tasks outside of your new people’s set responsibilities.
  • Continue to be mindful that new people still need to know what their managers expectations are of them.

90 days – The confidence stage

By this time, you should expect new people to have a firm grasp of the role they play in the company. Their confidence is likely to have grown since the first day and their capabilities are starting to shine through. At this point, consider the following and check whether your new people are showing these signs:

  • They know their employer well enough by now to be proactive when it comes to company happenings.
  • Are they attentive and aware of new projects and come to you ready with possible solutions.
  • Understand your internal networks.
  • They are now capable of dodging novice mistakes.
  • Have they broadened their horizons by getting more involved? Have they joined any clubs, council, board, or social committees?
  • Make time to notice their growth and reward new people for their progress.

A 30/60/90 plan / culture for your leadership team to check against when managing new people is a written path to support a new hire to an effective leader.

Kind regards,
Darwin Rhodes Team

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