How to Do Middle-level Management Well —— Help newcomers integrate into the team during the development period

I told you last time, how to introduce awesome people? In this lecture, I will talk to you about how to help newcomers integrate into the team as soon as possible.

Many people think that new employees' performance is not good, that is, their ability is not good.

That's too arbitrary.

I read a study published in 20 17 Harvard Business Review. They surveyed 588 executives who recently left their jobs, and found that these executives are very capable, but if they don't adapt to the new team, it is difficult to make achievements immediately after leaving their jobs.

Why? The reasons are nothing more than: not adapting to the operation mode of the new organization, cultural conflict with the new team, unhappy cooperation with strange colleagues and so on.

Executives are still like this, let alone ordinary employees.

Ordinary new employees who have just joined a company will worry about what they have said or done wrong. If the guidance is improper, it will be timid. Since they passed your interview when recruiting, it shows that you can take a fancy to other people's abilities.

Therefore, new employees can't make achievements, and "unable to integrate into the team" is the key.

How can we effectively solve this pain point?

As a middle manager, you can't care about every employee all the time without dead ends. In my years of management practice, I summed up six key moments. When new employees join the company, you can help them at these six moments to effectively prevent them from being unable to adapt to the new team.

Next, let me help you sort out these six key moments.

1. Employment offer

First, it's time to make an offer.

Please note that helping new employees integrate into the team does not start from the day they join the company. When you decide to make an offer to him, it should be the starting point for you to care about him.

Why?

Just because he received your invitation doesn't mean he will definitely come. There is still an empty window from getting the Offer to officially joining the company. If he is good enough, other companies are likely to take advantage of it. I heard that this employee was going to jump ship, so he came directly to "cut off Hu".

How can we show the company's concern for this new employee before joining the company? ?

My approach is: when I send an Offer, I will arrange an ultra-fine product for him, which is called Buddy system in a foreign company.

This super product had better be similar to the age and work experience of this new employee. Of course, it must be an employee with good performance and more positive energy.

New employees can directly communicate and consult with this ultra-fine product for all questions about joining the company.

And because the age and experience are similar, it is easy to have a lot of daily communication. For example, where is the delicious food near the new company? What are the styles of other colleagues in the team? What should I pay attention to when communicating with my boss? Wait a minute.

These questions are not convenient for new employees to ask you directly. This ultra-fine product is the best candidate.

More importantly, if new employees have no intention of coming to you, ultra-fine products can help you appease and retain them at the first time.

2. First day at work

The second key contact is the first day of employment.

I have met many managers who are perfunctory about the new employees' first day at work. The new employee is here, he is here, and no one is welcome. After getting the computer, he sat on the workstation and started working at once. This is simply too bad.

Changing jobs is a big event, an important moment that may be remembered many years later. It's a pity that it ended so hastily. ?

My approach is: let the new employee make a PPT to introduce himself in advance, and let him introduce himself in front of the whole team on the day when the new employee joins the company.

Of course, I will also introduce him to the team. Tell others why I should hire him. What do I see in him?

At the same time, let everyone in the team introduce themselves to the new employee and let him get familiar with his colleagues as soon as possible.

I have a little skill myself. I like to give new employees a meeting gift.

On the first day of new employees' employment, I will give my favorite workplace books as gifts to new employees. You can also write him a sentence on the title page and even invite all members of the team to sign it together.

In short, we must make the first day's ceremony full of sense. Remember, this is a very important highlight moment in his life, and it must be full of ritual.

3. At the end of the first week

After the first day, the next critical moment is the work report at the end of the first week.

In the first week, new employees should have a preliminary understanding of the workflow and begin to take over some work.

But by this time, he didn't know what was important and what wasn't. Let him hit by mistake, probably because he doesn't know how to assign priorities, which leads to his failure to make achievements in the short term and frustration.

It's just the weekend. Take this report as an opportunity to help him sort out his priorities.

It is also possible to hear about his growth. Do you have any difficult problems that need your help? At the same time, you also need to arrange his future work.

4. At the end of the first month

The fourth key node is the end of the first month.

The work report will not be repeated. I especially suggest that you arrange a group building at the end of one month. Activities can be simple, organize teams to go for a walk in the suburbs and have dinner together; It can also be entertainment activities such as real CS and escape from the Chamber of Secrets.

The significance of this activity lies in: creating an environment away from work.

Because at work, there won't be much personal communication. The purpose of league building is to let everyone play together, help the new employee to integrate into the team as soon as possible, and exercise the tacit understanding between him and the team.

The key moments of the time dimension are the above four. The last two are work dimensions.

5. When you suffered setbacks for the first time.

The fifth critical moment is when a new employee suffers setbacks for the first time. ?

We often think that when something goes wrong, it is enough to deal with it. But you forget that this is also a very important node for newcomers.

Whenever it happens, what is the reason? You should get involved at the first time. ?

The mistakes made by new employees often come from inexperience or unclear rules of the new team.

If an old employee makes a mistake, he will see clearly the crux of the problem. But new employees are different. He doesn't know how serious the consequences of this problem are or how to improve it. It's easy to lose your balance and become timid. ?

It is easy to help an old employee. You only need to point out one or two things you want him to improve, and he will solve the problem by himself. However, the coaching methods for new employees are somewhat different.

I usually go in three steps: stabilizing emotions, restoring reasons and summing up lessons.

The first step is to calm down.

Generally speaking, the new employees are still very active and want to make achievements as soon as possible. However, setbacks can easily make him depressed and doubt his ability.

At that moment, if you find him depressed, you can ask him to make a comeback the next day.

It is very important for him to start from what he has done well when giving reasons for resuming the quotation.

Don't think that the whole project will be useless if the subordinates encounter setbacks. Starting with what he has done well can help him regain his confidence.

Doing so will calm his mood to a great extent and make the next resumption more smooth. ?

Then I began to sort out the problems in the project.

This step should also be very careful. Remember to avoid the words related to "responsibility" and focus on "improving space" because the purpose of this resumption is not to make him responsible for this mistake, but to teach him how to improve in the future.

You can say, "Did you see what we didn't do well in the project? A similar situation will happen again in the future. How do you think we should improve? " ?

No matter what the subordinates say, don't interrupt. After he finishes, help him learn from his failure.

Here we need to pay attention to a speech skill. Never use "I think you should pay attention next time", but use "what will I do if I encounter similar situations again"

This can not only share your work experience, but also let subordinates feel your reflection and self-recovery on the project.

In short, the ultimate goal of this step is to put the wrong experience into the next promotion plan. Then the subordinates really came out of frustration.

6. When you won for the first time

The sixth critical moment is that the new employee wins for the first time.

This is a very important moment. It means that new employees can finally prove their value after they come to the company. At this time, as a manager, you must see the performance of this new employee and then help him promote it within the team.

My experience is: gather the team into an office and let the new employee share his success story grandly. What did he do? What help did you get in this process? What did you achieve in the end?

Not only is he sharing, but you can also invite the team to eat cakes and even open a bottle of champagne to celebrate his achievements.

If necessary, you should copy it to your superiors as soon as possible to let them know and affirm the new employee's achievements. ?

In my computer, I still cherish the email sent by my boss to the whole department when I first entered the company. In recognition of a very small improvement suggestion I mentioned in channel management.

I read that commendation email from time to time, and my heart is full of joy.

Summary of this lecture

Well, this is the way I summarized for you to help new employees integrate into the team.

Please note that the newcomers I am talking about here are not necessarily fresh graduates. As long as you are a newcomer to the team, even if you have many years of work experience, you will encounter problems in the adaptation period of newcomers, which may affect your performance.

As a middle manager, you should help them at six critical moments.

There are four dimensions of time, namely: distribution of fine products before release, meeting on the first day, resumption of the first week and group building in the first month. There are two critical moments in the work dimension: the first setback and the first victory.

Doing these six key moments well can avoid the maladjustment of new employees and help them produce better performance.