Starting a new job can be very daunting and you can make sure you get employees on your side from day one by making them feel welcome.  A well planned induction shows that you value your employee and engenders their loyalty.  It also ensures that they learn all the important issues in a structured way.

 

Make sure someone is responsible for taking the new starter under their wing.  In small companies this could be the owner/MD, in larger companies it may be their line manager.  Sometimes providing a mentor, who need only be a more experienced member of staff, works well (it can also give a boost to the mentor to be recognised in this way).

 

It sounds obvious, but employees need to clearly understand what they are expected to do at work.  A basic job description, which sets out the employee's key responsibilities, can ensure this is clear and that there is no confusion.

4. Remember the one year rule. 

No matter how good your recruitment procedures, it is always possible that you find you have recruited the wrong person, or someone who started out full of enthusiasm goes off the boil.  The first year of employment is key, as employees cannot normally claim unfair dismissal if dismissed during that time.  It is important, therefore, that you tackle any issues at an early stage and ensure that you are happy to keep someone on well before they reach their first anniversary.

 

Rather than rely on the one year rule, it is often effective to have a clear probationary period (three months or six months are both popular).  During this time you should monitor performance, provide whatever support is necessary and carry out regular reviews.  At the end of the probationary period you can then either confirm that they have passed, terminate employment, or extend probation if you are still unsure.

Once your new employee has settled in and completed the induction, you should agree a few objectives with them to cover the following 12 months or so.  Make sure that the objectives can be measured, meet the needs of the business and are realistic.  You shouldn't set an objective for every task the employee carries out, just a few key areas are normally enough.

You should meet your employee regularly on an informal basis unless you work alongside them anyway.  That way you can keep tabs on how they are getting on and that they are on target to achieve their objectives.

 

8. Hold an appraisal. 

Don't let poor performance drag on; deal with it at the earliest opportunity (don't forget the one year rule, above).  Initially you should discuss this with the employee on an informal basis.  If it still persists you should follow a performance management procedure (which may be the disciplinary procedure or follow similar steps to it).  The employee should be warned that they are not performing to an adequate standard and be given a period over which to improve (with any additional training necessary and/or additional supervision).  Ultimately if the warnings do not work, the employee should be dismissed.  As long as a reasonable procedure has been folllowed, the dismissal is likely to be fair.

 

Everyone likes to hear that they are doing a good job so don't forget to tell employees that you are pleased with their performance when appropriate.  You don't have to wait for the appraisal to do that.  Small rewards, such as meals out or an afternoon go-karting, can often have a significant positive impact (they can also help reinforce good team spirit).  Sometimes more structured financial awards can work, such as bonuses, but they need careful management and can sometimes lead to jealousy or other morale issues within a team.