Would you come back the second day?

The last job I had as a human resources manager (before I changed careers to become an editor) was at a 400-employee manufacturing plant. The second day on the job, a supervisor greeted me and said, “Oh, good! You came back! Some people don’t.”

I later found out that the supervisor hadn’t been kidding. A number of new employees had worked one day and just didn’t come back. No explanation. No notice.

I did come back, but after only one day, I already had reservations. What happened to the friendly atmosphere I had been exposed to in my interviews? I began to think that the friendly faces had all been a façade to lure me into accepting the job.

In each of my other positions on my first day, my new boss introduced me to my co-workers, showed me around the facility, provided me with a planned orientation, and arranged for someone to take me to lunch as a welcome-aboard gesture.

At one company, my boss actually appointed a temporary “mentor” to whom I could go for advice on “how things were done.”

Not so, in this company. My new boss wasn’t even in the office the day I started. I had to find my office, introduce myself to the office staff, and ask for a tour of the plant. No one took me to lunch. I even had to find the restroom on my own.

So, I wasn’t surprised that so many new employees didn’t come back their second day. Their fare was even worse than mine. Turnover in that plant was very high. And because supervisors were always training new people, quality and productivity — both directly related to the experience, skill, and knowledge of employees — dropped.

The moral of my story: Treat your employees well. Welcome them and value them. Make them feel special as a new member of your team.

In this issue, we take a well-rounded look at creating a successful office — including hiring, training, and managing your employees. But we don’t stop there. We also look at planning, marketing, and taking care of your patients as part of the success formula.

We hope you will enjoy the insights our writers bring to you.

Until next time,

Linda Segall, Editor-in-Chief