A well-functioning internal communication will improve your team’s performance, collaboration, and their productivity. The right mix of written and in-person conversations, of clear updates will reduce the likelihood of conflicts within the team, and as a manager it will save you valuable time. In this article, we will share with you our tried and tested internal communication tips to solve your team communication woes.
Give meetings meaning
Each meeting needs a uniquely crafted agenda. Clarify the purpose and expected outcomes before and again, when starting the meeting. For management meetings, clarify the expected outcome for each agenda point.
Keep meetings short. People are then more likely to pay attention and remember important points and issues raised. Get a team member to sum up the next steps at the end.
Use apps or trackers for giving updates and tracking tasks instead of meetings.
Host communication spaces such as Monday or mid-week check-ins, or monthly/ quarterly reviews to see how the team is doing. Use these as opportunities to discover what people are happy or unhappy about in the workplace, and what they need in order to perform better. A start-up we know hosts monthly sessions where people bring their happy and sad moments on post-its. The team then discusses together how to create more happy moments and digest the sad moments. It’s a great idea and works wonderfully for them.
Use tools to stay organized
Create a (google) calendar for all office events including team sessions, activities, meetings, birthdays etc. Let people block their leave on the same calendar.
Put up flipcharts and cool posters or print-outs on the walls as daily reminders of previous meeting notes, future or current projects and to communicate goals.
For tracking projects and work, use apps like Asana, or create (google) spreadsheets so that everybody is constantly updated on what has been implemented or not, the results, who’s doing it and so forth.
Avoid death by email
Emails are not designed for discussion. For topics that require discussion, use a communication app like Slack instead of emails. Besides saving people time sitting in front of their inbox (which few people like anyways), it has other advantages. In a big organisation, the people ‘higher up’ are more reachable to everyone at the office and the rest of the team will feel more involved as they can easily access these people. It’s also a great technique to get people to share their ideas. This space can give people who are more introverted an opportunity to have their ideas at the forefront.
Make time for reviewing and planning (in workshop format)
As management, you’re thinking of strategy, structures, approaches and procedures all the time. Your team is not. Everyone is busy DOING. So from time to time, reserve a day or two on the calendar to take a bird’s eye view together with the team. External facilitators, like us, can lead these workshops. Every 1-2 months is a good rhythm to revisit and review tactics, every 1-2 quarters is a good rhythm to review strategy.
Help people help each other
Does the team know who to go to for help with graphics, spreadsheet hacks, and film editing just to name a few? Create a space where people can list their skills, knowledge, and competencies either in the form of an online folder or a ‘team skills collage’ poster. This encourages team collaboration where no one suffers in silence, as it’s easier to reach out to the team for help. Within this set-up, people’s strengths and passions will shine and be recognised at work.
Work on team spirit
Plan out-of-office events such as team buildings and hang-outs. These events will foster relationships, create a feeling of unity and can improve communication within the team. Make sure these activities are really outside of the office, to create a relaxed and enjoyable atmosphere for team members. Fun events will give people something to look forward to which increases engagement. Think about your own role at those events too. It’s a time for people to get to know each other, so don’t do most of the talking!
Be open and accessible to your team
If you are approachable to your team members, they will in turn be more open to you. Have an open door policy, host ‘Ask Me Anything Hours’, or reserve slots on the calendar where the team can just reach out to you when they need you. If you are a caring and available manager, your team will be encouraged to share their issues with you and they are more comfortable to present their solutions to you as well.
If you have any internal communication tips that you feel we’ve missed, please share your comments with us!
Retaining talent is of utmost importance to your organization’s growth. After you have invested in hiring and developing your people, you want them to stay and help your start-up take off!
Perhaps you can’t offer a great salary package, health insurance, pension, a company car etc. so what value will they derive so that they stay in your organization? Other than work experience and a salary, what can you offer your employees? What can you offer them that the big players can’t or don’t?
If retaining talent in your organisation is a serious problem, it is imperative to be open to change. Figure out why your employees are leaving, and discern what it is you need to change or implement in order to keep them. After all, why should you replace great talent when you can easily retain them instead? Here are our tips to help you attract and retain talent.
Value your team
Treat them well. Show them that you actually care about them. Ask them what would make their time there better, what do they need? How do they like to work? If it’s something you’re able to offer, then offer it! They will feel valued and trusted.
Empathise with your team. Working in start-ups generally comes with a lot of pressure and work-load. Have a good support system for your team to make sure they are not over-burdened and stressed. Care about the state of their mental health and general well-being. If they are taking on a lot of pressure and stress caused by work and there’s nothing or little you’re doing to support them, they can’t perform, and might eventually leave.
Are you recognising what your people contribute to your organisation? You should. Give your team a morale boost if they did a great job on a project, emphasise what an amazing job they did, what benefit it brought to the company and how it made you feel. Give credit where it’s due, show them they are a real asset to your organisation and they will, in turn, respond to you by staying and continuing their great work. And, if employees do overtime regularly, reward them with a day off.
Do ‘stay interviews’ in addition to ‘exit interviews’. If your people decide to leave, make time for a genuine exit interview and find out why by asking them if they had any expectations that weren’t met by the organisation. Is there anything you can do to change this? Otherwise, new hires will follow suit for the same reasons, and this adverse cycle will injure your employer brand. But you shouldn’t wait for someone to leave to find out how your company can improve. Talk to your best people and have regular conversations to find out any issues you are not aware of.
Avoid micro-managing and start trusting your people
This is crucial when you have a small office as start-ups often do: it’s easy for you to look over everyone’s shoulder. If you micro-manage your team, they will not only feel agitated, but they will believe that you don’t trust their capabilities, and nobody likes being seen as incompetent. Having autonomy and choices are a crucial psychological conditions for people to perform and stay. Trust that you hired the best talent (which you did!) and that they can handle it on their own, and you’re there for them should they need your help. This will also give you the chance to be more creative with your own time where you can find ways to innovate your company, for example, as you now have more time to do so.
Create opportunities which nurture their passions and strengths
Creating opportunities for growth will develop your team’s skills and fuel their passions. For example, if you notice an employee taking time to get to know new interns and hires and exhibits coaching skills and leadership skills, utilise this talent by creating this as a new role for them. By doing this, you are recognising their talent and elevating their position within the company. Your employee may not get this opportunity (as fast) in a larger organisation.
Take them along to events, meetings, and other learning opportunities which will allow them to grow and integrate more within the company.
Make work a fun place to be
Get to know your team personally and build bonds to strengthen relationships with them by incorporating activities such as team building and out-of-office hangouts. You can discover new things about them you didn’t know before. Creating a fun work culture disrupts the rigidity and monotony of everyday tasks as it gives people something exciting and different to look forward to. These fun activities will correspondingly boost your team’s creativity which is vital in a start-up.
Untraditional working structure
Be mindful about what enables people’s performance rather than creating traditional office behaviours that do not boost productivity or creativity. Have flexible work hours, remove unnecessary ‘corporate policies’ such as dress codes (within the limits of the work you do). Casual dressing inspires creativity and recognises individuality. Read more about the science of creating productive workplaces http://thebestplacetoworkbook.com/
Create an office ambience that enhances people’s moods. Have plants and flowers in the office which according to Psychology Today, reduces stress, promotes productivity and raises job satisfaction! Read more about this here https://goo.gl/EToaw7.
Remote working spaces is a huge perk for people if your business is located within a large city with terrible traffic, like Nairobi, Mombasa, Kampala, Dar er Salaam etc. With no commuting hours, people can be more productive with those valuable hours instead of wasting their time in traffic. For a lot of Kenyans, a company’s proximity to their home is very important to them in choosing where they want to work. According to ConnectSolution’s Remote Collaborative Worker Survey, “77 percent of respondents reported greater productivity while working offsite”. If you want to attract resourceful employees be ready for them to value geographical flexibility.
Create a safety net and get your finger off the trigger
If you fire people often and seemingly at random, people will think you don’t follow HR procedure, and it will also make you come across as unpredictable. Out of their concerns over job security, your people will start looking for a plan b. Clarify procedures in writing and follow them at all times.
Allow your team to grow and make a few mistakes. Mistakes do happen as after all, ‘mistakes are proof that you are trying’. Show your team there is a safety net for these times and they will not work in fear of being fired. They will be more forthcoming to you with their ideas and their ineptitude in certain tasks when they are not in fear of being fired. This will create an open and honest working relationship between you as a manager and your employee. To learn more about how to get rid of fear in the office, read our blog here https://goo.gl/tqasYs.
Get in touch with us, we would love to know about your experiences in applying these tips in your company! Contact us to find out how our innovative tools and approaches can boost your organization’s human capital.
Have you heard these inspiring quotes for leaders before: “Hire great people and get out of the way” or “Management is nothing more than motivating people”?
A very powerful learning I’ve made is to allow (yes, allow!) my team to work well by interfering less with their ability to do their job.
Since I first discussed this with my Executive Coach around five years ago, I’ve worked in-depth with dozens of organizations on team performance (both non-profit and businesses) and often get reminded of two principles of management he helped me understand.
Let’s start with the “Theory of the two jobs”
The theory says that each employee has two jobs they do at work: One is the job you hired them for (you know: sales, marketing, product development, customer service…) and the other job is to take care of themselves (protecting their self-image, their financial future, the image they want others to have of them).
Unfortunately, every person can only do one of these two jobs at a time. Also, switching between the jobs isn’t done easily, because it takes some time to change between the outfits.
Between these two guys:
Who do you want in your team?
In the emerging market career jungle, your team members may be inclined to wear the self-defense outfit while in the office due to many reasons:
They may feel ill-equipped to handle the high demands of their job, due to gaps in skills, knowledge or networks.
They are the first point of contact to clients, users, beneficiaries, suppliers or partners – and often handle a whole lot of negativity during their working days.
If they lose their job, they may have no financial safety net to fall back on. And there are many signs that their job might be at risk: negative client reviews, doubts about the organization’s financial situation, a raised eyebrow in the wrong moment, a vague but negative feedback in passing, aggressive comments etc
In teams where the office fun seems artificially separated from the work. When the boss orders pizza and beer, but is otherwise aggressive and stressed, it looks like a trap.
They may have taken a leap of faith joining your start-up or organization in the first place or their family and friends may not be 100% behind their career choice.
When they see a large stick. Which leads us to…
The Theory of the “size of the stick”
Every manager carries a stick around with them. All the time. They can’t get rid of it, it’s glued to their hand. The stick symbolizes the power they have based on the position they hold.
As an employee my boss has the power to change my role to be more/less suitable for me, include/exclude me in interesting meetings and projects, underwrite/overwrite my decisions – in summary to make my life in this organization heaven or hell.
Now, as if this stick isn’t already large enough, in the eyes of the employee the size of the stick is multiplied by the size of the personality of the person carrying it.
How?
If your people find you caring, even-tempered, fair and open-minded, then your power over them doesn’t feel so threatening. Your stick looks small, with some flowers on it that would cushion a potential blow.
With a boss who holds such a small stick, many people are able to voice their opinions, admit failures, ask questions and, simply: focus on doing what they love and getting work done.
If your people find you emotional, unpredictable, self-centered or secretive, then the stick looks more like a rocket launcher, with scary poisonous spikes. (You may even remind them of how their angry parent, their unfair teacher or their unsupportive uncle looked like.)
It makes people close down, argue back at you over details, swallow their questions and opinions, mince their words, give vague answers, avoid the big topics and speak in hushed tones.
If you are serious about wanting your organization to grow then you can’t afford your people acting like this!
Be consistent and approachable! Over time, the team will feel the need to protect themselves less and less.
Some thoughts on how:
First of all, be self-aware about your emotional attention span. If you can truly only be attentive and caring for 30 minutes a day, then only spend 30 minutes in conversations, where your staff need you to be attentive and caring. If you truly don’t like dealing with people, get someone in between you and all your staff.
Be transparent about the organization’s progress. Give regular updates and answer questions honestly, so that people know where they are at. Once you get “real questions” you will know that the team has gained confidence in you being transparent.
Encourage people to contradict or challenge you, whether in public or private. Make sure that people see that you change your opinion when relevant facts are presented. Admit when you were wrong, don’t sugarcoat it or get defensive around it. Praise those who proved you wrong.
Listen to people’s worries, whether personal or work-related – take them serious. Make time to interact with them as humans. When going for lunch, coffee, dinners or outings, avoid feeling pressure that you have to “host” or entertain people. Just relax and listen more than you talk.
Have a conversation on ego and how defensiveness negatively affects teamwork, results and innovation. Ideally this would be run by an external team coach. Lead by example and lay bare your own defensiveness and ego triggers. If your team thinks you’re not taking the workshop as a serious opportunity for you personally to develop and transform your ego, it will backfire.
Be extremely conscious to give specific and relevant feedback. If positive feedback is perceived as “fake” it leads to people protecting themselves just as much as when negative feedback is perceived as vague. It’s often worse than not giving any.
Define a clear disciplinary process, launch it in writing and follow it every single time. Random firings and untransparent consequences such as demotions kill the spirit (and pose a legal threat).
Action-oriented questions:
Do I deliver my decisions and feedback to my team in a way that truly displays my level of care about them as humans? If not, what may I have destroyed that I need to rebuild?
What habits do I want to develop to make myself more approachable to my staff?
When receiving feedback from my team, how will I avoid getting defensive and show that I am listening?
How can I make myself more predictable and moderate as a leader, so that people fear me less?
Talk to us if you’re interested in exploring the above!
Employees who go through structured onboarding are 58% more likely to stay long term!
At edge we care about onboarding. All our recruitment projects include a complimentary onboarding support option to help managers and new hires build a strong relationship!
This blog post was originally published in collaboration with Village Capital on medium.
Some managers worry about putting in too much time to onboard employees. They’re tempted to throw new team members into the deep end: “After putting all this effort into hiring, I still need to make time for onboarding? Should my hire not be an expert in their field?”
But the data shows: employees who go through structured onboarding are 58% more likely to stay for three years. Even if you find someone with the right skills and knowledge for a role, they still need to adjust to how things are done in your organization, and they will need guidance.
Consider these two scenarios:
We suggest that every organization and management team discuss two crucial questions in-depth around onboarding:
What space do you need to create for a new employee to perform?
As an organization, how can you make the best of a new employee’s probation period?
Below we’ll provide a few pointers on how to approach these questions. Our full onboarding toolkit, with templates and design activities, is linked at the bottom of this page!
Space to perform
The first crucial question to think through is: What space you need to create for a new employee to perform?
Good questions to help you plan your approach are:
How will the team and the manager build trusted working relationships with the new hire, one where it’s easy to handle all arising clarifications and misunderstandings without hesitation and fear?
Rule of thumb says that 70% of adult learning is done by doing, 20% by conversation and only 10% in formal learning! What information will you need to make available to them? What pace and which portions will be most digestible? What conversations will they need to have? With who? And how can they, while actually doing the job, adjust to your organization’s approach without high risks?
In terms of fitting into your culture, how will you help them unlearn certain behaviours and unwritten rules which helped them survive with other bosses and in say, less innovative, more hierarchical, more risk-averse, more structured environments?
The probation period
The second crucial question is: As an organization, how can you make the best of the probation period?
The probation period is not simply about the employee proving themselves. When the probation period ends, you want to be able to say a wholehearted “Yes, this is a great fit!” or a determined “Unfortunately it’s a ‘no’, and we are sure because we tried everything”.
This is a crucial responsibility managers hold. Take intentional action to avoid painful onboarding traps like unclear expectations (“Well, I thought I was supposed to…”), delay in support and resources (“Actually, I asked several times for xyz and I didn’t get it, so I honestly think that the low project results can’t be blamed on me”), or talking only when things are not working.
Here are some ways you can maximize the probation period.
Set clear expectations:
Agree on and write down what you expect in terms of work outcomes and results. SMART goals are still in fashion!
Most bosses find it easy to set numerical goals, but make sure to also discuss (and write down) the desired quality of work outcomes (much harder!).
As part of this performance agreement include also development goals: What skills and knowledge should the new hire acquire? What networks will they need to create (for themselves to succeed in this role)? What mindset shift might be required to fully adjust to your organizational culture. (you’ll have worked on some of this in the earlier part of this blog post)
Offer resources and support
Make it clear to the team that collaboration with this new person is not a choice. Especially if a new role was created, the whole team needs to adjust their way of working to involve the new role holder and make space in their 40 hours.
Clarify to the new hire what resources they will have (budget, your time, internal documents/guides, permission/authority, templates, access to networks etc), so that the person can plan based on this knowledge. For example: Who are they allowed to email without your knowledge/approval? Who not? Also, you’d rather pre-approve a fixed budget however small, than having them wait for your approval of single cost items.
Provide regular reviews and timely feedback
Point out what is working well to reinforce the desired behaviours, effort, thought process and approaches to work. Provide encouragement and assurance.
Clarify what is not working well. People need to be told about how you feel about their performance, otherwise they can simply not know and change.
Learn as the manager how to phrase your feedback in a way that reduces the chance of the employee getting defensive.
Science tells us that people remember a negative conversation 5 times more than a positive one. In turn this means that if you want the person to feel good about themselves and the relationship with you (which you want!), you would need to make sure you point out what is working a lot more than things that are not working.
Need support in onboarding your new team members?
Download with valuable tools and tricks you practically apply to shape your onboarding processes! And remember let us know how the toolkit is working!
edge provides hands-on recruitment support to organizations.
So you’ve received your shortlist of candidates from edge and are now getting ready to screen them and get to know them.
Below we have compiled a few thoughts on how to hold successful interviews, especially for less-experienced or first-time hiring managers!
1) Planning:
As you schedule: Plan 90 minutes per candidate. Take a break after every two candidates to avoid getting tired which is likely to increase your bias.
Brief the candidates well: Give them directions to your office and a phone number to call when lost (not your own as you’ll be in interviews!). At least 72 hours notice allows them to prepare.
Use this opportunity to build a relationship already: Appreciate their efforts so far in the process and their motivation to work with you. Tell them how excited you are to finally meet and get to know them.
2) Prepare the interview flow
90 minutes seems a lot? Not if you spend:
10 minutes building rapport, offering water/tea and showing the candidate around the office
45 minutes on your questions (same questions for all candidates!)
10 minutes on any candidate-specific clarifications
at least 10 minutes answering the candidate’s questions and getting into a conversation with them (doesn’t have to be at the end)
Spend 15 minutes to finalize your notes and assessment after the candidate leaves.
Come up with a questionnaire that helps you understand the candidate’s
motivation for the role and your organization
past experience and its relevance to the job at hand
potential to learn and grow
Tips when crafting questions:
Use open-ended questions.
Avoid “what would you do” scenario questions, as they favour creative personalities and also don’t give you any evidence of ability to actually DO. Ask about relevant past experiences relating to the relevant scenario instead and dig into their behaviours, thought process and decision making when they went through the situation (this is called behaviour-based interviewing).
Plan for these questions to cover around 45 minutes.Typically candidates take 3-5 minutes answering a well-crafted open-ended question, so more than 9 questions is a no-go.
Use this questionnaire across all candidates for comparability.
We suggest not more than two interviewers per interview, as the conversation will become less meaningful (and more stressful for the candidate, which often reduces the quality of answers). If you have many people involved in the final hiring decision, it is better to schedule separate interviews and rotate through the candidates.
3) Think through the Candidate Experience:
Remember: Top talent has options!
The candidate is screening you as their new boss just as much as you are a screening them!
Body language, eye contact, facial expressions matter. Most candidates are nervous already, so DO NOT make it worse by showing negative reactions. At the same time don’t fake any positive responses either. If you are simply observant and neutral, you allow the candidate to open up and be themselves.
Focus your energy on getting into a conversation, avoid question and answer game, where each answer of the candidate lasts less than 15 seconds.
The interviewee should speak 90% of the time. Often we hear that “the hiring manager was talking most of the time and I wasn’t able to explain my experience or thoughts on the industry. It was like they were selling their business! I’m not sure I’d like to work with such a manager”.
Be honest with the candidates on when you will come back to them. Most candidates are very anxious to hear from you AND are gauging your reliability and time management in the process.
Some candidates may find it challenging to ask you questions. In fact, many have been made to believe that if they ask questions about your business, your model, your team, etc. they will NOT get the job. Yet you know that for your small and growing mission-led organization you want to hire people with a leadership mindset. Be genuine with them around wanting a conversation and hear their thoughts and ideas.
Use the candidate’s questions to get into a conversation. Why did this question matter to them? How are they thinking about your answer? What would they want to see in relation to this topic?
Our business at edge is to support our clients in building highly-performing teams. Sometimes this includes recruitment and admittedly, our candidates go through a lot before meeting us in person: an online questionnaire about their interest and fit to the role, a 45-minute phone interview, a role-related case study submitted over a weekend and an online talent mapping survey.
Today we were interviewing agribusiness experts for an impact investment fund. (A very cool role actually!) And I think you should hear what they told me about recruitment!
The gentleman with 20 years of work experience in 5 countries tells us that the thoroughness of our recruitment process beat his current employer (a global auditing and consulting firm). He and two colleagues were hired 8 months ago to run a project of writing business plans for a large numbers of commercial farms. 2 of the 3 had left within 6 months (one didn’t perform because he lacked skills and the second resigned because he didn’t expect such workload) and he’s just recently started applying for a new job.
In summary, they lost 100% of team members on a prestigious project within 8 months.
Why is retention in the first year of employment so low? What is going on?
Over the last two years we have talked to hundreds of people about recruitment practices and analysed how it’s shaping company performance. Here’s what we have found:
1) Most recruitment processes are not tailored to the role. Using a generic job description, not having thought about the big picture purpose of the role, how it will develop over years and what spirit and drive is required to achieve results in this job and context – these are common practices in many organizations. This attracts vague applications and a pool of misaligned candidates.
Part of the causes is lack of time and expertise, but also that hiring manager and recruitment team are not working hand in hand.
This leads to hiring people for roles they are not suitable for or truly excited about. Employees join companies they don’t understand and use the title/salary ratio to make a decision. (Don’t believe me? Ask a friend what he’s doing at his new company and I bet he’ll answer mentioning either his title or tasks, not the role’s strategic purpose).
2) In start-ups and social impact environments it is crucial to find a great match of interests and passion of new hires to the company journey and context. But often, interview practices don’t allow for a conversation about ambitions, strengths, weaknesses and interests – or rather: nobody’s honest during interviews. This goes both ways!
Interviewers create one-way streets by visibly ticking boxes on criteria sheets lead by confirmation bias, asking leading questions and showing dismissive attitudes. Some are so unprepared that they even read through the CV during the interview (“So you have a Masters degree?” – “Yes”). This drives the best candidates away. And if the candidate isn’t learning much about the organization, they cannot make an informed choice on the type of environment and context they’re joining.
Candidates on the other hand give generic and vague statements or say what they think the interviewer wants to hear, they feel cornered and as if there’s only one right answer to pass the interview. The only question that the candidate is confident (or interested?) to ask is about the next steps of the process.
A better use of time would be an honest conversation where candidates get to understand the company as well would require the interviewer to put time into crafting relevant open and behaviour-based interview questions (that allow the candidates to show their skills, talents and motivation) and to let their hair down and be approachable for the candidates’ questions as well.
3) Onboarding is not given enough attention. Instead of making time for setting expectations, doing daily check-ins and regular coaching, people are left to figure things out on their own.
I understand why many bosses get excited with the idea of “throwing people into the deep end”: It allows people to show their strengths, ask only the questions they need answered, innovate and build relationships at their own initiative. And it saves time.
The drastic downsides of this approach are the opportunity costs of a flat contribution curve, reduced emotional investment which affects retention, and that it favours certain personality types (for example intuitive people). On average employees take three times longer to perform, make avoidable mistakes, don’t get an environment to learn from their failures and the anxious manager starts doing their job on their behalf in the meantime. And some leave.
What is edge doing about this?
Every day, we imagine, that we will turn around hiring practices in small and growing organizations! What a difference highly descriptive job descriptions, honest interviews and meaningful on boarding activities can make!
Besides doing the legwork of recruitment, we build capacity in our clients: we help build recruitment and onboarding processes, train in interviewing skills, join for alignment meetings during the first 3 months. Over 20 companies have benefited from this approach already.
In April we hosted workshops around East Africa to build interview skills in over 100 social sector organizations in partnership with Segal Family Foundation.
Together with Village Capital, we are creating an open-source on boarding toolkit for early-stage entrepreneurs to help them get ready for new talent.
We are piloting an onboarding community, where we invite fresh recruits and their hiring managers to share good case practices about building functioning working relationships.
Write us if you want to be part of the above!
Want to do something different in your next hire? Here are 3 radical ideas:
Write the Job Description from scratch (no copy paste!), involve your team in conducting phone interviews and add a written work-type skill test before the interview stage.
When you get to the interview stage, be willing to be vulnerable: What is working in your company right now? What is not – and what does it mean for the person who joins? Only hire candidates who demonstrate that they have been able to handle contexts in the past that are similar to your organizational realities (ask them about stories of their past, not the future!) and who asked you at least 3 relevant questions during the interview (around team, vision, role… not just about the next steps of the selection process and the health insurance).
Take time to answer 3 simple questions around on boarding:
What does the person need to go through in their first week to be set up for success?
What conversation do you need to have after 6 weeks with your new hire?
What would success look like in terms of contribution and results after 12 weeks? How can you share this vision with your new joinee and help them own and achieve it?
Well, and of course reach out to us to see how we can support to build your systems and capacity further!
