Do you sometimes wonder if one of your managers made a mistake with their latest hire?
How can you tell?
The new hire’s transferable skills check out. Their attitude is positive. Team morale is high. And you can clearly tell the new hire is highly engaged and ready to go.
But he or she is not getting the work done.
Why is this?
There’s a handy, quick mental process I like to go through with leaders when they are second-guessing a latest hire.
Is it really the new hire, or is it your management?
Here is how you can tell.
1. Does the new employee show a clear understanding of their role, responsibilities, and your expectations?
Be careful not to downplay this. I have worked with many great companies whose new hires may receive a job description and a desk as their orientation. The manager counts on the team to fill in the blanks for the new person. If your company takes this casual stance, you are losing money and a potentially great employee.
What does the new hire’s manager truly expect of them and their area of responsibility? What are the goals set for them? Timelines? Metrics?
2. Does the new hire have the right tools and resources to do the job?
Again, most leaders will respond with an immediate “yes.” But they are basing this on what they think the employee needs to do the job. Has he or she been asked the question, “What do you need in order to achieve your goals here? Do you have the tools and resources you need?” Just test this. You may be surprised.
3. Has the immediate supervisor developed an accountability system with their new employee?
Can the employee access their immediate supervisor on a regular basis for help and questions? Does he or she get the regular feedback needed so they know they are on track? The opposite is more prevalent than you would hope.
In fact, according to one study by Dresser & Associates, HR, Payroll, and Management Solutions, only 7% of managers and 10% of senior executives in the workforce are held accountable consistently for developing their direct reports through performance management processes.
How do you compare?
Patti Cotton helps executives optimize their effectiveness in leading self, others, and the enterprise. Her areas of focus include confidence, leadership style, executive presence, effective communication, succession planning, and masterful execution. With over 25 years of leadership experience, both stateside and abroad, Patti works with individuals, teams, and organizations across industries, providing executive consulting, leadership development, succession planning, change management, and conflict resolution. She is also an experienced Fortune 500 speaker. For more information on how Patti Cotton can help you and your organization, click here.
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