At the end of three month’s probation why do we find some people unpacking their favourite mug and others looking to jump from the nearest window?
How did a mismatch of expectations occur and what strategies could we introduce to ensure we attract and retain key people?
Firstly, let’s understand an employee’s experience of a new organisation during probation period to better identify any potential hazards.
Starting at the interview, both parties look for the match between the individual and the organisation and through this, gauge how the working relationship will develop.
Last month we asked readers to rate how well they understood an organisation’s expectations of them and in turn, what expectations did they have of their employer.
Many felt these issues were addressed and that both parties were transparent and open during the recruitment process. Open communication builds trust so it shouldn’t be a surprise to many of us that during the ‘honeymoon’ probationary period, new people see the glass half full, not half empty.
From the outset there is a willingness to match expectations and so the steep learning curve commences with enthusiasm to digest the organisation’s values, culture and vision.
Finding their way, many approach their new organisation and their colleagues with an open outlook, remaining above the office politics and ‘nay sayers’ and get on with the job they were brought on board to perform.
So, where are the pitfalls?
Quite simply, if an organisation or manager says one thing and does another the duplicity is glaringly evident. Having an open door policy where the door is resolutely closed leaves your recruit on the outer and nagging doubts start to find voices.
Before a manager throws his hands in the air with the impost of what is sometimes termed ‘hand holding’, think for a moment of what you could be sacrificing. Training, re-training, sourcing staff, interviews and back on the roundabout you go.
Leave your new recruit out in the cold? You may as well open the door for them to leave.
Manage your time and keep your new people on track by finding them a mentor or business ally within your organisation who will provide them with the support and guidance necessary to prosper. Schedule regular structured catch-ups with an agenda that addresses any information gaps or roadblocks the new person may be experiencing.
Bundling this information in an induction manual, shelved by the new recruit for later ‘reference’ could be a recipe for disaster.
Get on the front foot, commit time to communicating with your people. It yields results, builds trust and might mean you will not be the last to know when someone looks to severing the tie as the end of three month probation period looms.