(Human resources) Off to a great start

The first day of work and the remainder of an orientation period are critical to job performance, satisfaction and turnover.

Most of us vividly remember our first day in a new position. Beginning a new job is a time of change and excitement, but also a time of apprehension. What happens during the first few days and weeks of employment sets the stage for the months and years to come.

You’ve invested time, energy and money to hire the best new employee. Orientation is the next step. Performed well, orientation builds on the employee’s positive recruitment and selection experience. The first day on the job should be viewed as the beginning of the orientation process, not simply the first day of work.

The two most important attributes for a supervisor orientating an employee are empathy and planning. Empathy is to put yourself in the shoes of a new employee to consider how he’s feeling. As a veteran, it’s often difficult to appreciate what a new employee is experiencing. Issues such as bathroom location, break time, when to eat and access to first aid are old hat to you, but to a recently hired employee, everything is new.

An orientation, even for a basic job, is most effective when it’s planned. As you make the plan, think about:
• How you can make a new employee feel welcome and comfortable;
• How you should familiarize a new employee with the course and course personnel; and
• What tasks a new employee will do first, and what tools and equipment he needs to be familiar with.

These and the following five points will help you develop and implement your plan for a new employee’s first day:
1. Greet a new employee and put him at ease. To reduce the nervousness of a first day on the job, create a warm and friendly atmosphere that makes an employee feel comfortable and creates an environment to get the employee off to a great start. Reassure the new hire that based on the information from the hiring process you’re confident he’ll succeed in the job. Introduce a new employee to other employees, especially those he’ll be working with most closely. A list of names  also is helpful because a new employee has an entire staff to learn. If there’s new employee paperwork to do, take care of it or explain to him how it will be handled. Explain what will transpire the first day on the job.

2. Review key information an employee needs to get started on the job. Every new employee needs to know many basic things about the workplace – locations (restrooms, break/lunch room, supplies, time clock, first aid/emergency supplies), hours of work, pay check logistics (recording hours, pay check pickup/deposit), and neighborhood information. The list is long, unique to each facility, and items can be skipped easily. It’s best to develop a checklist to use during orientation. You can give the completed checklist to a new employee when completed.

3. Provide a basic explanation of the job. Great supervisors recognize the importance of providing clarity about course policies, maintenance staff policies/expectations and expectations of the position. Providing clarity begins the first day on the job, which is most important. The introductory explanation of what an employee will be doing, his responsibilities, to whom the position reports and the performance expectations of the position should be introduced at the beginning of the orientation process. But it’s equally important to provide the information in easily understood pieces. Remember, an employee likely will be somewhat overwhelmed the first day. The purpose of the initial presentation is to provide a new employee the clarity he needs to succeed and to impress on him that you’ll be a great supervisor.

4. Teach the basic fundamentals of the first one or two tasks. A key to success for a new employee is early success. From the many or several tasks that comprise the position, select one or two the employee can master and produce results. For example, if the first task is mowing, you might have the mechanic describe the routine maintenance procedures (and provide a written description for later reference) and how to operate the equipment. You can then provide specific training and information to begin the mowing.

5. First day follow-up. You should be available to answer any questions a new employee has. Indicate to the employee you’ll check back frequently to answer questions and see how everything is going. Use the follow-ups to reinforce key points and to assess how an employee is feeling about his first-day experience. It’s important you check back as promised. This is how to develop the trust of an employee. Continually encourage a new employee to ask questions and become an active participant in the training program.

During an employee’s first day, allocate time for orientation. Remember, you only have one chance to make a first impression as a new employee’s supervisor.

Orientation isn’t a one-day process. Your plan should include continuing contacts to review and reinforce course policies, maintenance staff policies/expectations and expectations of the position. Perhaps the easiest mistake is to end orientation too soon. Remember, in learning a task, you should always know how to complete the task before you have the confidence to continually complete the tasks perfectly. Continuing reinforcement and coaching is important as you work with a new employee. Also, schedule a short weekly meeting for the first month to six weeks to assess how an employee is feeling about the job and so he can ask questions, seek advice or share concerns.

Successful entry of a new employee into your golf course staff will occur when he is familiar with all of the following:
• Logistics of the course and position;
• Golf course/club overview and engagement in the success of the course/club;
• Health and safety;
• Policies and procedures of the golf course maintenance staff;
• Job requirements and expectations for success in the position;
• Neighborhood information; and
• Career guidance. GCN

Robert A. Milligan, Ph.D., is professor emeritus from Cornell University and senior consultant with Madison, Wis.-based Dairy Strategies. He can be reached at 651-647-0495 or rmilligan@trsmith.com.