3 Ways To Help New Hires Build Support And Feel Included

Written by Andrew Nicholas on Mar 16, 2015

Starting at a new company is a nerve wrecking time, so giving new hires support and inclusion will help them feel like they belong and give them the platform they need to perform. Employees who feel valued and appreciated by their leaders are more likely to go above and beyond what is expected in their role and most importantly will be happier within your company. 

Creating a personal connection with your new hire will reduce the motivational dip they will experience within their first 100 days (read our previous blog post on how you can tackle this). Implementing a 100 day plan will also speed up the time it takes for your new employee to make a return through increased engagement and productivity.

So how do you make sure a new hire has the support and inclusion they need?

1. Creating Social Belonging

Employees who feel more included at work are more likely to excel in their position. A global study, The Inclusive Leadership: The View from Six Countries, shows that employees who feel included are more likely to suggest new ideas and ways of getting work done. The report also found that leaders who create an inclusive culture by making employees feel valued for their different talents and experience while still maintaining a team spirit based on common goals and attributes, leads to improved team productivity and innovation.

Workplace relationships can have a profoundly positive or negative impact on your business in a number of ways. Humans crave social interaction; it’s in our very nature. So it makes sense that the better our relationships are at work, the happier and more productive we are. It is in your interest to encourage new hires to network and build relationships, both in person and through social media.

2. Developing Key Relationships

Recognising that it is important for your new team member to build good working relationships, there are a number of priority relationships to focus on. Identify these stakeholders and set the tone by scheduling lunch meetings for new hires - encouraging both parties to engage in conversation about personal as well as professional matters.

At RadioFlyer, a Chicago-based maker of children’s toys, new employees join the ‘Chief Wagon Officer’ Robert Pasin for breakfast. Pasin shares the history of the company as well as his personal stories of mistakes, successes and lessons learnt. It’s a great way to introduce the companies values as well as putting a human face on the business. Nobody’s perfect and Pasin understands that. By having an open and honest conversation abut his own experiences it helps new hires to feel included in the company culture and that if needed, Pasin will provide them the support they need.

3. Managing Difficult Relationships

Personality clashes are common in the workplace and it’s likely that your new starter will need to work with someone they do not like, or can’t relate to, at some stage. To insure against lost motivation and productivity, care should be taken to give your new hire the skills to cope, and flourish, in these situations. Not all relationships are great but they are workable. Identifying where there is friction and helping to mitigate can ensure both parties continue working in the same direction before the relationship becomes soured and irreparable.

Putting in the hard work before a new employee starts at your company can significantly reduce the risk of them becoming disillusioned and leaving. With the true cost of a bad hire for an executive estimated at 3.5 times the annual salary, ensuring your hiring and on-boarding process is thorough, and all aspects of a candidate’s abilities and behavioural traits are considered is vital for new hires.

What Next?

To learn more about how to get the right fit with someone up front before they walk through the door, download our e-book Eliminating Deception To Make Better Hires where we show you how to leverage science and technology to test behavioural fit and de-risk the hiring process.

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