“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.
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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.