What makes a successful start to a new job? Should you be 'hitting the ground running' in a new job?

Hitting the ground running implies doing things the same way as before. It doesn’t invite innovation. But the beauty of new hires is they don’t think conventionally because they don’t know conventions yet. They don’t know the corporate routines and ways of thinking, so their ideas and perspectives are innately fresh.

In fact, if new hires do hit the ground running it could suggest that there is not enough growth in the role, and although there will be an early honeymoon period, that hire may soon get bored and dissatisfied.

I am no stranger to starting a new role and I am about to start a new one soon. In preparation for this, I have been reflecting on previous roles to try and determine what success may look like and what 'hitting the road running' should actually look like for me!

After a little thought, I have determined that for me to be successful in this or any role a number of things need to have happened or to be in place:

1. Before the job starts - ensuring it is a good fit by asking good questions
2. How long or what does the onboarding or settling-in period look like?
3. What systems are in place to ensure my long-term success?

Why is having a "hitting the ground running" mentality a bad thing?

Apart from the whole closing the door to innovation as mentioned above expecting a new employee to "hit the ground running" on day one in a new role can be challenging and may lead to other issues. While it's natural for organizations to want new hires to be productive as soon as possible, setting unrealistic expectations can have negative consequences both for the employee and the company. Here are some of the issues with this approach:

1. Overwhelming Pressure: Starting a new job is already stressful for most individuals. When an organization expects a new employee to be fully productive from day one, it can create overwhelming pressure and anxiety. This pressure may hinder the employee's ability to learn, adapt, and perform effectively.
2. Limited Onboarding Time: New employees need time to get acclimated to the company's culture, processes, and tools. Pushing them to be productive immediately may cut short the crucial onboarding process, which is essential for their long-term success in the role.
3. Incomplete Understanding of Responsibilities: Expecting an employee to hit the ground running assumes that they have a complete understanding of their new responsibilities. However, this might not always be the case. Clarifications, training, and time are necessary for them to grasp the full scope of their duties.
4. Lack of Familiarity with Company-specific Processes: Every organization has its unique way of doing things. New employees need time to become familiar with the company's processes and systems. Jumping into tasks without this knowledge may lead to mistakes or inefficiencies.
5. Limited Relationship Building: Success in many roles often depends on effective collaboration with colleagues and supervisors. Pushing new employees to focus solely on productivity may hinder their ability to build rapport and establish good working relationships.
6. Higher Risk of Burnout: Demanding immediate high productivity can lead to overworking new employees, potentially leading to burnout and decreased job satisfaction. Burnout can negatively impact their long-term engagement and performance.
7. Missed Opportunities for Innovation: Although mentioned at the start of this article, this point is worth mentioning again! New employees bring fresh perspectives and ideas to the organization. By rushing them into predefined tasks, there might be missed opportunities for innovative solutions and process improvements.
8. Increased Risk of Errors: When employees are rushed into tasks without adequate preparation, there is a higher likelihood of errors, which could have negative consequences for the business.
9. Reduced Job Satisfaction: Feeling overwhelmed and underprepared can lead to decreased job satisfaction and a higher likelihood of the new employee seeking opportunities elsewhere.
10. Long-Term Impact on Performance: Pushing new employees too hard initially may negatively impact their long-term performance. It's essential to focus on fostering a strong foundation of knowledge and skills to ensure sustainable success.

Instead of expecting new employees to hit the ground running, organizations should prioritize a supportive and thorough onboarding process. This allows employees to gradually assimilate into their roles, understand the company's culture, and build relationships. A well-structured onboarding program can lead to more engaged, productive, and loyal employees in the long run. Onboarding should be way more than just that first day, week, or month!

Before the job starts - ensuring it is a good fit by asking good questions

So before you start a job it is vital that you understand that the application process is as much for you as it is for the organization.

The job description is your first checkpoint to ensure that this job is a good fit. However, bear in mind that many organizations are not the best at this! This leads to job descriptions being anything from a wish list to a set of definitive tasks to something extremely general. So make sure you really look at this as it will be essential for your job application but any questions you can follow up in the interview stage.

The interview stage is where you can really ask questions about 3 important areas. These areas will allow you to ensure the job is a good fit and that the employer understands what they need.

1. Ask questions about the job description - this allows you to ask clarifying questions. Job descriptions are normally not very informative, they are often akin to a shopping list of wants rather than a description of what you will actually be doing or are extremely vague with some skills and an overview of a role. This is your chance to see whether the employer understands what they want.
2. Ask questions about how they will ensure that you are successful in the role. This may sound a little forward but hopefully, they recognize that you will need onboarding and some ongoing learning and development and will have a plan in place. If you get the impression that they feel that the right candidate should hit the ground running or there seems to be limited support (so a sink or swim culture) then be cautious!
3. Ask questions about the role generally. Why has this opportunity been created? Has someone left? If so, how long were they in the job? How long has this been a role in the organization? What have been the challenges people have face in this role? What benefits does this role bring to the organization? Is this a new role? If so, why was it created, and so on? These are important questions as you are assessing how well they have thought about the need for the role.

If you are struggling to get a new position and pay the bills, I understand asking questions that may challenge the employer may seem counterintuitive to get the job, but if it is the right employer they will see that these are great questions and that you care about ensuring that this is a good fit.

How long or what does the onboarding or settling-in period look like?

The time it takes for a new employee to settle in and become fully productive in a role can vary significantly depending on various factors, including the complexity of the job, the industry, the employee's prior experience, the quality of the onboarding process, and the organization's culture. However, knowing that the employer has a plan is important for your success and for them.

There is no one-size-fits-all answer to this question, but generally, it can take anywhere from a few weeks to several months for a new employee to reach full productivity. Here's a rough breakdown of the settling-in process:

1. Immediate Onboarding Period (First Week): During the first week, the new employee focuses on the initial onboarding process, becoming familiar with the workplace, meeting team members, and getting acquainted with the organization's culture and policies.
2. Initial Learning Phase (First Month): In the first month, the new employee starts to learn the job's core responsibilities, gets trained on essential tasks, and begins to understand the workflow and processes. They might start working on smaller, less critical projects.
3. Ramping-Up Phase (First Two to Three Months): In the next couple of months, the new employee becomes more proficient in their tasks, gains confidence, and starts handling more complex assignments. They may still require some guidance and support, but their productivity should be increasing.
4. Full Productivity (Around Three to Six Months): At this point, the new employee is typically fully settled into their role and is handling their responsibilities with minimal supervision. They have built a good understanding of their job, the team dynamics, and the company culture.

Keep in mind that every employee's learning curve is different, and some roles might require longer settling-in periods, especially in specialized fields or leadership positions. Additionally, if the organization undergoes significant changes or if the role itself evolves over time, the settling-in process may be prolonged.

To help new employees reach full productivity faster, it's crucial to have a robust onboarding program, provide ample training and support, and foster a positive and inclusive work environment. The hiring manager and team members can play a vital role in supporting the new employee during this settling-in period and promoting their successful integration into the organization.

Extending the settling-in period for new employees to 18 to 24 months can be more common in certain industries or specific types of roles, and there are several reasons why a company might choose to do so:

1. Complexity of the Role: Certain roles require a deeper level of expertise and knowledge to achieve full productivity. This is often the case in technical, scientific, or highly specialized positions where employees need to acquire a significant amount of domain-specific knowledge and skills.
2. Longer Learning Curve: In some industries or job functions, the learning curve can be steep and extensive. It takes time for employees to gain mastery in their roles and become confident decision-makers.
3. Industry or Regulatory Requirements: Some industries have strict regulations or compliance standards that employees must follow. Companies may extend the settling-in period to ensure that new hires are fully trained and compliant with these requirements.
4. Long Sales or Project Cycles: In businesses with long sales cycles or complex project timelines, it may take 18 to 24 months for new sales representatives or project managers to fully understand the processes and see the results of their efforts.
5. Cultural Adaptation: For employees relocating or working in multicultural environments, it can take more time to adjust and integrate into the company's culture, especially if there are language barriers or significant cultural differences.
6. Leadership or Management Roles: In leadership or management positions, new hires may require more time to understand the organization's structure, build relationships, and implement their strategies effectively.
7. High Turnover Roles: Some roles experience frequent turnover due to the nature of the work or the industry. Companies may extend the settling-in period to reduce turnover and retain employees longer.
8. Internal Advancement Opportunities: Companies that heavily invest in employee development and promote from within may allow new hires more time to explore different departments and roles before deciding on a long-term career path.
9. Size and Complexity of the Organization: Larger and more complex organizations may have more intricate processes and procedures, which could lengthen the time it takes for a new employee to become fully productive.

Extending the settling-in period can be a strategic decision for companies that value long-term employee development, loyalty, and specialized expertise. It provides employees with the necessary time and resources to fully integrate into the organization and maximize their potential impact. However, it's essential for companies to strike a balance, as excessively long settling-in periods may lead to frustration or reduced efficiency if the new hire feels they are not making significant contributions within a reasonable timeframe.

What systems are in place to ensure my long-term success?

There should be a hiring manager, supervisor, or other individual who plays a crucial role in ensuring the success and smooth transition of a new employee into the organization. To support a new employee effectively, the organization should have the following elements in place in some way, shape, or form:

1. Comprehensive Onboarding Program: A well-structured onboarding program is essential to help new employees understand the company's culture, values, policies, and procedures. It should include introductions to key team members, an overview of the company's history and mission, and any necessary training to perform the job effectively.
2. Clear Job Description and Expectations: The hiring manager should provide a clear and detailed job description that outlines the responsibilities, goals, and performance expectations for the new employee. Having a clear understanding of what is expected helps the new hire focus on the right priorities.
3. Assigned Mentor or Buddy: Designating a mentor or buddy for the new employee can be immensely beneficial. This person can guide the new hire, answer questions, provide feedback, and help them navigate the organization's culture and processes.
4. Accessible Resources and Tools: Ensure that the new employee has access to all the necessary resources, tools, and technologies needed to perform their job. This includes access to company systems, software, and any training materials.
5. Regular Check-Ins and Feedback Sessions: Regular check-ins with the new employee are essential to provide support, address any concerns, and offer feedback. These sessions create an opportunity for open communication and help identify any challenges early on.
6. Realistic Workload and Expectations: Set realistic expectations for the new employee's workload during the initial stages. Overwhelming them with too many tasks might lead to stress and potential burnout.
7. Encouraging Questions and Curiosity: Create a culture that encourages new employees to ask questions and seek clarification. Let them know that it's okay to seek help and that you value their curiosity.
8. Recognition and Encouragement: Recognize the new employee's efforts and achievements, especially during the early days. Positive reinforcement can boost their confidence and motivation.
9. Development Opportunities: Support the new employee's growth by providing opportunities for skill development, training, and advancement within the organization. Show them a clear path for their career progression.
10. Promote Team Building and Integration: Encourage team-building activities and opportunities for the new employee to integrate into the team. This can help foster a sense of belonging and collaboration.
11. Open Door Policy: Make it clear that you have an open-door policy and are available to address any concerns or questions the new employee may have. Being approachable and supportive can create a positive work environment.
12. Monitor Progress and Address Issues: Keep an eye on the new employee's progress and performance. If any issues arise, address them promptly and work collaboratively to find solutions.

All the above would seem like pretty standard things to have in place but you would be surprised by the experience some people have. By having these elements in place at a minimum, a hiring manager or other designated person can create a supportive environment that allows new employees to feel valued, confident, and motivated. This, in turn, contributes to their success and long-term retention within the organization.

Summary

Of course, when teams are shorthanded and overworked, it’s hard to resist wanting results from new hires right away. There will be situations when an immediate impact is what’s most important, but I have experienced too many managers overfocusing on day-one impact as the most important part of making a smart hire and wanting them to 'hit the ground running'— and that can hinder the long-term success of the team.?

Given the need to balance results and potential, specifying the “timeline to performance” is key. That means deciding when you’ll evaluate whether an employee was a great hire. The time frame will depend on the role and where the candidate comes from, but one thing is certain for an in-depth role in leadership: It’s rarely three or even six months.

Some of you reading this article may feel that "Hitting the ground running" is what you should be aiming for. Even if they assimilated into the culture and were good with systems and processes and so on there may still be issues. In the short term, they may be more productive and self-confident, but it likely won’t last. A 100% qualified employee is already ready for the next step, so may become dissatisfied with their levels of responsibility or compensation as a result.

“Hit the ground running” de-emphasizes learning and growing into a role. So maybe there is a middle ground where in the short term you may need someone to come in steady the ship and do the basics but with the understanding that there will be growth opportunities after that.