Final Post about OnBoarding.
I was OnBoarded very successfully in my very first job in the business world, as a Sales Rep for Kelly Temporary Services way back in the summer of 1981. My boss, Carol Beagle, created a great list of tasks to accomplish to learn the business and to learn how to sell, including going on a temporary assignment to a factory to pack windshields (that’s an entirely different story which I promise to share in a different post).
But the thing I remember most about that OnBoarding experience is the daily meeting/huddle Carol required me to do each day with her. It rarely lasted more than 15 minutes, usually between 5-10. And it eventually changed to every other day then to once a week then just meeting in the regularly scheduled staff meetings.
The agenda consisted of just a couple of questions:
- What did you do today (or tell me about your calls today) and what did you learn?
- Struggle with anything? Anything you didn’t understand? Need help with something?
- What’s your plan for tomorrow?
And then a short evaluation/commentary, such as “you did that well,” “next time do this instead,” ” more of this,” “less of that,” and thanks see you tomorrow.
Sometimes we did the meeting/huddle by telephone call.
But every day, until my proficiency was evident, we huddled. Then we huddle as much as we needed to.
The benefit? It kept me aligned, it kept me moving, it kept me focused until I could work without assistance.
Somehow, someway you need to tie your OnBoarding Plan to a meeting rhythm like this. Maybe not everyday, maybe not even every other day, but at least once a week. You’ll stay on top of the new hire’s learning, progress, activities and results and you’ll increase the likelihood of their success.
Thanks Carol, for making sure I succeeded.