Off to a good start
By Bob Levoy

How new employees are treated on their first day, writes James B. Miller, author of The Corporate Coach (HarperBusiness, 1993), makes an indelible impression that affects long-term performance.

“Quite frankly,” he adds, “it is the most important day in an employee’s career. It sets the tone for everything that will follow. How employees are treated on their first day is something every manager should make a top priority.”

Reality check: About 22 percent of American workers voluntarily leave their jobs within the first year, according to a survey by the Saratoga Institute, a subsidiary of the accounting firm PriceWaterhouseCoopers.

In a separate study, the institute found through exit interviews that common reasons for new-employee turnover included discovering that a job did not live up to expectations and finding a lack of opportunity and job growth. (Koeppel, D.E., “What To Do When The Ideal Job Proves Not to Be as Advertised,” The New York Times, March 27, 2005, Sec 10, 1.)

Action steps: A staff member’s first day on a new job can be intimidating. For some, it is so overwhelming , they don’t return for a second day.

The following actions may help make the transition for new employees a smoother, more positive experience.

• Send a ‘Welcome to the Practice’ letter. Time the letter to get to the new employee’s home before his (or her) first day. It lets the employee (and family) know he is an important member of a healthcare team and that you’re looking forward to working together.

• Pair up. On the first day, pair the new staff member with a co-worker who will serve as a coach and an encouraging presence for as long as needed.

This has two advantages: First, it allows a new staff member to “learn the ropes” from someone who’s been in her shoes.

Second, the coach feels proud you chose him or her to be responsible for the new team member.

The coach can be any staff member who has had a couple years of experience in your practice, has a good work ethic and skills, exhibits leadership qualities, and wants to help new employees grow in their jobs.

• Start on Tuesday. If possible, avoid starting a new employee on the busiest day of the week. For most practices, it’s better to start on a Tuesday or Wednesday than on a Monday or Friday.

• Clarify expectations. What does the employee need to do in the short term and long term? How and when is the employee’s performance measured? What constitutes success?

• Get your staff on board. Let all staff members know when the new employee is expected and ask them to make him feel welcome.

• Throw a party. Employees often have “going away” parties but seldom a “welcome aboard” party. It’s a festive occasion, so treat it as such. Consider flowers or balloons, coffee and cake, or perhaps a catered lunch.

• Orient. The orientation should include a thorough review of the employee handbook. You want new employees to become familiar with your policies and to have all work-related questions answered.

• Monitor progress. Be attuned to a new person’s need for information and individual capacity for learning. New employees want to learn about the core values and philosophy of the practice.

During the break-in period, the coach can monitor the new staff member’s progress with such questions as, “Do you have the resources you need to do the job?” “Do you need any assistance in dealing with anyone in the practice?” “Is the job what you expected it would be?”

New employees should finish their first day feeling they’ve made the right decision and joined the type of practice for which they want to work.

Finally, and perhaps most important, you must decide that welcoming a new staff member is an investment in long-term retention and should be given a high priority.

Bob Levoy is a seminar speaker and writer. He can be reached at 516-626-1353.