How can you manage new hires' expectations effectively?

To manage new hire expectations effectively, establish a clear onboarding process, review the job description, communicate openly, introduce company culture, define performance expectations, provide feedback mechanisms, offer training opportunities, familiarize them with team dynamics and company policies, and schedule regular check-ins for progress and support. Clear communication is crucial for a positive onboarding experience.

Setting the expectations of a new hire starts during the interview discussion. The interviews are great platforms to show what’s the plan and expectations from the position. Giving the macro and micro picture of the position should be the first part of any interview. The impact that the position will create on the organization and the career of the individual is a good way to win over a probable future employee. Once the person is in, there should be clear goals and objectives defined for 3-6 months. Anyone new in the setting needs a mindmap of all the threads that the role will deal with. All the aspects of the role all should be set in the first week. All a new hire needs is some guidance in the new world.

I find it useful to give the goals for the first three months. This way employees know what exactly they should do for proceeding their career in the company. If the goals are clear and achievable, usually, there is no problem. Because of the proper hiring strategy, I work with professional people, so they don't disappoint me.

Take them out to a meal and talk to them about what they want to do in the first 90 days - that will give you an idea of where they're thinking. Then realign to organizational goals and objectives.

Successful onboarding encompasses the 4 Cs: Culture-new employees understand and align with company culture Connection-strategic introductions are scheduled so the new employee can meet those employees who they will be collaborating with, as well as clients who they may be serving Clarity-roles and responsibilities should be outlined by the hiring manager, and 30/60/90 day goals should be clearly articulated Compliance-required trainings and applicable certifications should be completed. Employees should also understand the importance and/or relevance of the trainings. Check-ins with the hiring manager and/or peers can be used to ensure the new employee is supported throughout the process.

New hires don't know what they don't know when starting in a new company, industry, or field. Every company has a different way of doing things, therefore, feedback is very important to keep objectives aligned, projects on track, and processes adhered to. Feedback as often as possible, helps keep the team focused on achieving entity and team objectives. Coaching the new hire in the first 30 - 90 days let them know the expectation. When you fail to provide feedback and clarity, the new hire and team can lack motivation, creativity, and innovation. As a leader, you want to ensure communication is clear. Making sure the new hire understands the feedback is coming from a place of care and support.

Regular 1-1's and touch bases should baked into their on-boarding plan for the first 30-90 days. Without this, you have no idea what's emerging as potential obstacles and blind spots for the new hire. These meetings provide you the opportunity to reinforce your commitment to their development and success.

We need to clearly explain how performance will be measured and assessed. Also, have to schedule regular sessions like 30-60-90 to understand their concerns and to provide constructive feedback to discuss the performance expectations.

Consistent sources of feedback and recognition make a difference. If feedback and recognition come from multiple sources, then it may cause incoherence and misunderstandings of expectations.

Providing continuous constructive feedback is crucial to helping a new employee settle down and sets the tone on whether or not the employee will remain in the organisation and contribute to the bottom line or will be out of the door with the next available opportunity.

You can manage expectations by providing clarity of vision- provide details on commitment to providing a new hire with the necessary resources, support, and opportunities for professional development and career growth within an organization. It is also critical to encourage new hire to take an active role in managing their own development and to leverage the tools and resources that your organisation provide to support their ongoing growth and success.

I believe that job descriptions should change as employees evolve. Of course, every minor thing need not be included but if your employee is doing more than expected, perhaps there is room for adjustment, a promotion, more opportunities for training and so on. No one wants to feel stuck or undervalued or overworked for that manner. Rewards should be tantamount to the work they are doing and that is also why incentives and bonuses are needed but I digress. Let's work with each other to manage expectations on both ends of the spectrum. People who are "seen" can shine.

The new hirers should be given case study and examples. These are effective tools of communication to make them understand the changes and responsibilities .

The world of work is constantly evolving, hence adjusting expectations when required and providing the requisite resources to the employee to gain the necessary skills to meet the challenge is key to achieving successful goals by any organisation

I love this. It is important to carry employees along as the goals of the company change. These employees are the eyes, ears and legs of the company. If we leave them in the dark we will risk having people rowing the boat in different directions.

New hires also have to know the lesser great parts of the organisation, and how undertaking the less exciting aspects contribute to the path of the celebrated and publicised events. This happens a lot in creative spaces. Creatives would love nothing more than to create all of the time, but the reality is bureaucratic processes are what bring in the funds to keep them employed. It can be a difficult pill to swallow but one that is eventually appreciated once this side of the business is shown. Hard work pays off when we engage in all of the moving parts.

Listening is an important skill to master and to do this empathetically and grace is even a greater service you can offer your colleagues, direct reports and mentees. Demonstrating active listening by asking questions, reconfirming what you heard and bridging to solutions helps to manage the sometimes uncomfortable conversation. Organisations can be scary and daunting to new employees and hence offering supportive guidance can help employees find their way.

Open communication is very important. You need to understand the perspective and their background to understand the confusion and handle the same with empathy. Hearing them out and acknowledging a solution based approach with consent of both the parties is important

Most important thing is to build a tool-box together with the new-hires. Which tool do I use to - prioritize tasks, projects, etc. - structure complex scenarios or processes - manage expectations (own, managers & companies) Once this is build, implement a schedule. - regular check-ins - buddy & mentor calls - development plans & milestones And last, but not least - overcommunicate! Even though, it seems clear, it might not be for each and everyone!

One thing that I have found useful is keeping a repository of onboarding and FAQ bank of resources easily accessible to new hires. Based on what they are curious about during a needs assessment, one can tailor onboarding accordingly if resources allow.

In the regular 121, learning and development should feature as a firm topic. It’s not only about what needs to be done but also about how the employee can grow and thrive in the company. Asking questions about what they have learned or what they want to learn gives the employee dedicated time to focus on themselves, remain motivated and more likely to stay.

Trust and appreciate their new ideas. Make them valued by taking their perspective while making a decision. This will bring positive aura in the team.

To manage new hire expectations, I found it necessary to create an effective onboarding program that includes, providing clear job descriptions and expectations upfront, clearly communicate organizational culture and values. Also, discuss realistic goals, encourage open and honest communication to address any concerns or questions as well as, setting clear performance expectations and provide regular feedback. Assign a mentor or buddy to help guide them through the transition and offer opportunities for professional development and growth. And most importantly, regular check-ins to ensure expectations are being met and address any adjustments needed.

I think of things organically. Therefore, the journey of a new hire is much like the farmer who plants a seed. Nurturing and attention must be given in order for this new process to be successful. So, get to know the individual(s), observe and analyze their capabilities and create an environment suitable for their evolution. This in return will build their trust, thus bring out the maxim of their growth and commitment to team successes.

As I always say that the recruitment is never a process , its an art and each recruiter has unique art to interact with candidate and sell the organisation values , the only important is all should be on the same page while speaking with candidate.

Hire SLOW Have a clear role map and role description before starting the hiring process. VALUES, Values, values - and did I say - Values! Map them, breathe them, live them, understand them, and make sure people who don't either are converted or diverted(:P). Don't select based on skills and experience for generic activities mapped to the role, let them self-select by being super clear on what the role means. Test for the specific tasks that need to be performed, experience and certifications are proxies at best. Give as much context as possible, especially on the not-so-shiny part of the business - frustration kills performance faster than lack of competence. Better lose an almost perfect candidate, than have to repair the situation.

Encourage regular discussions between managers and new hires to address onboarding concerns, clarify expectations, and ensure alignment with goals. Provide new hires with a detailed onboarding plan outlining their responsibilities, timelines, and performance expectations. This sets clear benchmarks and helps new hires understand their role within the organization. Regularly check in with new hires to assess their progress, address any challenges, and provide constructive feedback. This ongoing support helps new hires stay on track and feel valued. Encourage open communication and create a safe space for new hires to ask questions, express concerns, and seek guidance