When I am on-boarding a new staff member, I’ve learned to address the possibility of corrective action before it has the chance to be needed. This may sound like a negative way to start a relationship. However, being clear early on about what is and is not acceptable, and the consequences of not following policy, is critical to a staff member’s development, and for your sanity.
Explain to your new employee when she first begins, whether or not your company has probationary periods, that you are going to be observing her closely. She will have ample time to ask questions and shadow others, and when she does jump in, you’ll be there to provide essential feedback for her growth. Emphasize that feedback is a gift—and you are a very generous manager. Therefore, you will be giving her feedback often during her initial employment. Set the expectation that she will accept the feedback and engage in reflection about her performance. This transition is going to require some growing pains. However, the more she learns early on, the better her work will be in the long run. Why wait to learn key lessons about how you can improve?
Lots of people will tell you that they can accept feedback well in an interview. However, after you hire them and provide constructive criticism, some get defensive. As my mentor says, their egos may bruise easily. Informing them that you will be providing feedback helps them prepare. After all, whose ego doesn’t feel a little bruised after receiving feedback? They’re allowed to bruise—but they shouldn’t wallow in the discomfort. A bruised ego starts to heal when you become open to making change.
Do you tell your new staff members to expect feedback often in their first few months? How does it go? Tells us about it in the comments below.