How you conduct yourself in the first few days in a new role creates an impression that lingers throughout the time that you work in the same company. In a way, it defines your career path in that organization in the days ahead.
Says business coach Shrikant Dua, “Every organization has a different approach towards the on-boarding plan. But most companies follow the principle that the crucial time for any employee in a new set-up is a period of 100 days. This sets the template for what is to come and what the employee is expected to achieve. While many companies spend big bucks in the hiring process, they also pay heed to a perfect on-boarding plan, especially for senior employees. If you have hired someone whose performance will have a direct impact on the company, it is an imperative to set the tone from the very start. One way to achieve that is to take small 30-day steps. Make the employee aware of what he is expected to know at the end of 30-60-90 days in the office. This is a fantastic model for them to contribute immediately while still learning how the organization functions.”
As this sensitive on-boarding process kicks off, it’s more than a formality or even a crucial learning period. It’s the time when you,
too, set expectations and put in place what you need to succeed in your new role.
4 ways to set yourself up for success
- Listen and learn
There’s a wealth of information that will come your way – we’re sure you will be listening! Our best tip is this: while you will want to believe the best of your new employer, this is the time you should also be aware of the challenges that the organization faces. The information you pick up will be worth its weight in gold as you swing into action mode.
- Use a 30-60-90 day framework too
Most companies appreciate suggestions on how to better the system. A new outlook is your biggest asset, bringing value to your new role as well as the company. Use the on-boarding period to suggest and if possible introduce changes in a phased manner. Take a leaf out of the employer’s book and use a 30-60-90 day framework to define changes that you’d like to see.
- Cut across departmental lines
Apart from your team and the people you will directly be in contact with, make time to interact with others across the organisation. This will give you a better idea about how the organization actually functions and figure out the rules of on-the-ground implementation. Of course, having a cordial relationship with other decision-makers and their teams will bring its own benefits in the days ahead.
- Make yourself heard
Let the organisation know what you think you can achieve with the resources provided to you. Be alert to the expectations coming your way and don’t hesitate to share your perceptions. If you have a disconnect, this is the time to convey what can and can’t be achieved. Discuss your work style openly and if you have a special request, this is the time to put it on the table. This includes asking IT to load your laptop with the latest software!
Treat your orientation as a warm-up match. This is when you get to know whether there are any bouncers coming your way while preparing for the innings ahead!