“Studies show that the vast number of new employees decide whether to stay or go within the first six months.” Follow up Studies show that the vast number of new employees decide whether to stay or go within the first six months. After that, most companies figure they’ve done enough to make them feel at home. But it doesn’t hurt—and can help a lot—to ask periodically if they could use a booster shot. After the initial encounter, check in during the early weeks to make certain you’ve communicated job responsibilities clearly. Are you providing the tools to do the job well? Is the workload manageable? Does the worker seem comfortable and engaged? Encourage questions so you can provide feedback on what’s most important to them. Onboarding programs differ in what and how material is provided in the early weeks. For some, there will be a formal process, with organized activities and training. Others may choose a less structured approach, with job shadowing, ad hoc coaching and meetings with management. Time-wise, programs vary widely, from several days of presentations and introductions to a one-day program a company has found effective. 62 PULSE ■ November 2018 Whatever the new hire’s position in the spa may be, it’s smart to consider following up with continued training. The rapidly-changing spa industry almost demands it. But remember that a manager checking in empathetically still is best at reinforcing the feeling that an employee is valued. Short- and long-term mentoring can be useful, too. Pair a new employee with a department veteran who is knowledgeable about the spa and works well with people. Check with the mentor to keep things moving in the right direction. Evaluate your own role How do you contribute to a world-class new-employee orien- tation? Dr. John Sullivan, director of the Human Resource Management Program at San Francisco State University, says successful managers are those who: l Target goals and meet them. l Make the first day a celebration. l Involve family as well as coworkers.