Feed Lot Magazine Online, The First 30 Days with a New Employee

A recent study by Ernst and Young concluded that recruiting and retaining key personnel is the single largest concern of the 400 fastest growing companies in the country. Is your business one of those 400? Probably not. Should you be concerned about finding and keeping quality employees? You bet. To make sure you recruit and retain the best possible people for your business, you should do some serious thinking about the first 30 days of your relationship with your employees.

It begins with the recruitment and selection process. Before filling any position, you must first know that position inside and out. Many employers take this step for granted but it is perhaps the most important. Analyze the job in detail. Include physical and mental requirements, licenses and permits, skills and abilities, and personality characteristics. Do not take anything for granted. Finish with a detailed and specific job description. This will help you recruit the right kind of applicant and offer that applicant a good preview of what the job will entail.

How do you know if an applicant and a position will be compatible? It is usually a good idea to run the applicants through some hurdles, or a series of evaluation tools. In many instances, one hurdle must be "cleared" before an applicant can advance in the selection process. Some examples of hurdles include written applications, written tests, oral tests, interviews, practical tests, and reference checks.

A hurdle is only as effective as its delivery so be thorough when developing and administering these tools. Applications, tests, and interviews can help evaluate the quantitative aspects of the job and an applicant's knowledge. Practical tests often reveal information about the applicant that isn't necessarily black and white--like common sense, willingness to ask for help, and hands-on ability. People you know and trust are the only references you can really rely on to give an accurate picture of a potential employee. Even then people have different perceptions and personalities so references should be considered cautiously.

The last thing about the selection process to remember is that evaluation goes both ways. While the applicant might not get the job if he or she does not perform well, you might not get a great employee if you do not put your best foot forward, too.

Training employees is absolutely vital in preparing them for success. They will need advice on everything from the informal relationships among coworkers to their specific job responsibilities. Frequently, it is helpful to instigate a mentor relationship between new employees and existing employees who know the ropes. Utilizing another employee for this purpose allows the new employee to feel like they have a friend within the business. Likewise, the mentor may feel complimented when trusted with a large responsibility like mentoring a new co-worker.

Performance evaluations should be done on a regular basis for everyone within your business. This is especially true for new employees. We all know it is best to stop bad habits before they start. Training new employees and reviewing their progress regularly for at least three months may prevent future problems. When an employee is new, instruction and guidance will most likely be viewed as helpful. After the employee has been on the job for a while, the same instruction or guidance might be viewed as insulting or criticism. Evaluations should start early and continue throughout the employee's career.

The best thing you can do while training is to create the kind of environment where employees are not afraid to ask questions. Those environments help employees and managers work together to help the team become its best. Take the time to listen to both questions and ideas. New employees may bring a new approach to old problems. Utilize this fresh perspective.

Recruiting, selecting, and training the right people for your business is a significant challenge. There are no easy solutions to these problems because every situation is so unique. The best advice for managers who are looking to build a qualified work force is to be innovative, persistent, and realistic. Recognizing the strengths of your business and people will help your employees turn their jobs into their careers.