SECTION:-3 WHAT THE COMPANY WILL DO: You have received a job offer. Both you and your new company need to be well prepared for the process of leaving the current place and starting a new workplace

• Cengiz Karaman
• 1752

SECTION:-3 WHAT THE COMPANY WILL DO

 

It is important for both parties to leave the current workplace and be well prepared for starting a job at your new workplace and for the next orientation process.

It is important for on-the-job training not only to deliver the laptop and company vehicle on time, but also to prepare the working environment and do other in-house work.

The hiring process should begin as soon as the future employee signs the employment contract, and therefore it is clear that you have an employee going through the hiring process.

 

This first stage of the process should make announcements regarding administrative tasks such as setting up the workplace (including all necessary study materials and access), internal communication about the new employee to affected stakeholders and colleagues. Note that less conspicuous positions in the company, such as reception, are also informed about the newcomer.

 

In addition to these administrative duties, this first phase of onboarding is also when you deal with the new employee's first few weeks and plan them in detail and make any necessary travel planning. Finally, it is recommended that the new employee be provided with a mentor for the first term and at this stage be named an experienced colleague who is familiar with the internal processes, familiar with and in good standing with the company's "unwritten" laws.

 

When the new employee's first day arrives, a functioning onboarding process, the little things are clarified and organized: who will welcome the new employee, how the first day will go (planned in detail), who will attend the first welcoming meeting, who will take on the job induction, who the first few days and will explain the procedure for the week, who will introduce the employee in adjacent departments, who will show the employee important buildings, etc. This first day is central to the entire process. This shows the new employee very clearly how well you did your homework and how prepared you were to the new employee. This is where you can make a real difference.

 

But in the best-case scenario, the process doesn't end after the first day. During the first week, they should discuss with the new hire what the company's goals are, what the resulting goals are for the employee, and try to hold a feedback session at the end of each day. What went well, what questions remained unanswered, what was unclear to the new colleague, what their first impressions were, etc. Get close to your new colleague the first week and don't sit back after a successful first day.

 

After the first week is successful, you should make sure to establish a regular feedback loop, such as personal conversations where you receive feedback from the employee as well as give feedback. Check together repeatedly whether you are on schedule, whether there are any questions or dissatisfaction with the progress of induction, whether individual points of induction need to be deepened.

If you design the process in this way, you will have an employee who can show his full value to the company in 45-60 days. From this point on at the latest, the effort you put into the hiring process pays off. When such plans are not made, it can lead to dismissal during the probationary period, which means a serious waste of labor and time for employers and people in the hiring process.

 

We wish you a pleasant day

Cengiz Karaman

Human Capital Human Resources and Consultancy Services Co.