The Hindu Business Line : The first days on the job

The new employee must locate his/her place in the organisation and develop an identity that is distinct and yet congruent with the organisation's values, beliefs and culture.

For the organisation as well as the new employee, the leap of faith that prompted the organisation to make the offer and the new employee to accept may work either way. And playing a defining role in deciding whether it works or not are the first few days on the job, when both the organisation and the new employee are players in the phenomenon of the `new kid on the block.'

Despite all the training undergone, in the line of fire, most soldiers say that reality is like nothing they ever saw in training sessions. Similarly, despite all the preparation a child gets at home, the prospect of changing to a new school is both exciting and daunting. Despite the number of times someone may have changed jobs, the first few days on a new job are always reminiscent of the first days on one's first job. There is anxiety, excitement, expectations and then... reality.

There is anxiety on the part of the new employee to conform, understand the culture and get included. The anxiety on the organisation's part is due to post-purchase guilt, and this increases with the level and cost of the hire.

Excitement and anticipation stem from the belief that the hiring/joining decision will yield good results. There is the expectation from the organisation that the new employee will land running; the new employee thinks someone will help her settle in and get started. In the first few days, both are eager to make it work, but are also watchful. Not just the new employee and the people who made the hiring decision, but, in many cases a large part or the whole organisation itself is playing the `wait and watch' game. Conclusions are normally drawn in the first month, if not in the first week itself. That's when the rubber hits the road! The new employee feels the pressure of the eyes on his back.

Ten years ago when I changed jobs after a long stint, my ex-boss drew a parallel between a new bride entering an Indian household and the entry into a new job where the new employee just watches and listens well in the first few days without really voicing a view. Sound advice, but is it that simple? Is there a more proactive role the `new kid' and the organisation can play in the early days to ensure success?

At the root are the expectations that the employee carries as well as what he or she has heard about the new organisation. Then, of course, there are all the promises and messages communicated at the dalliance stage. The organisation's policies and manuals also speak their own messages of culture. And finally, there is the actual reality of what happens in the organisation — the more each of these matches the employee's expectations, the better the chance of success. When reality exceeds expectations, the employee is highly engaged and excited. The reverse is true when reality does not fulfil expectations. Inconsistent messages, policies and practices can leave the new employee confused.

Given that both the organisation and the employee today have much at stake to make the new relationship work, here are a few things that both can do:

Deliver on the promise... and fast

For both the employee and the organisation, it is important to show early proof of the promise made. The organisation must, in the first few days, give a new employee a challenging assignment in an area that he/she is already familiar with and the new employee must actively seek such an opportunity and volunteer. Magnanimity on the side of the organisation and a spirit of voluntarism from the employee will help. Early success builds confidence on both sides.

Build psychological contract

Nothing builds psychological contract as much as inclusion does. In the first weeks, the organisation needs to include the `new kid' in ongoing projects, departmental meetings and actively seek suggestions. Doing this helps the employee take a decision to stay , gives a high level of motivation and commitment to the employee and makes the new employee more willing to accept constraints and delays.

Seek and give feedback

The new employee must seek feedback regularly in the first few weeks to be aware of the perceptions that are being created and to manage them. To help the employee settle in , the organisation must show appreciation, recognise efforts and give constructive feedback on a regular basis in the first few weeks.

Achieve socialisation

And lastly, to gain acceptance and build a productive relationship, both sides need to accept reality and deal with the `reality gap'. Both need to be prepared to meet with organisational resistance to new ideas and new ways. Very often the induction of a new employee upsets existing hierarchies and dealing with the fallout in an assertive and firm manner is called for. The organisation must facilitate (and the new employee must take charge of) learning to cope with cultural differences. The new employee also needs to figure out how to deal with the boss and how to go ahead. Ultimately, the new employee must locate his/her place in the organisation and develop an identity that is distinct and yet congruent with the organisation's values, beliefs and culture.

(The writer is a Principal Consultant at Totus Consulting.)