KEY POINTS:
The first 90 days in a job is often called the honeymoon period - but statistics show that too many 'marriages' end in an acrimonious divorce within 18 months of signing up to a new role.
And it's often because companies throw their new staff in at the
deep end with a sink or swim approach according to one HR expert. It's no way to treat new employees, says former national HR director Jamie Scott - a Wellington-based learning development specialist at leadership customer service training firm Encore.
He says he has watched people struggle in their jobs during the crucial first 90 days of a new role and had to step in to help out.
"The traditional Kiwi way is to throw people in at the deep end, give them a two-day induction course covering company policy and then leave them to it," he says. "That approach is simply not good enough.
"Job transition is a critical issue in the career development of people and organisations need to put some support and frameworks in place [to help new staff]."
In previous roles Scott says he has stepped in to help colleagues with advice and counselling, referring struggling managers to their superiors in some cases. He says to avoid problems with a new hire, companies must first list the requirements of the job accurately and detail the organisation's values.
"In terms of what happens on day one then it's down to the new hire to complete a diagnosis of the organisation to determine what kind of transition situation the company is in," says Scott.
"Research shows that organisations are always in one of four transitional situations and once you have thought that through then a new manager should sit down with their new boss and hopefully you agree on where the company is - then they should adapt their leadership or management approach accordingly.
"So first there is a situational diagnosis, then you manage your learning priorities, establish your mandate and decide what you need to achieve."
Scott recommends new hires to get a few short-term wins under their belt to establish some early success and get the momentum going - to start building a reputation.
He says knowing who to trust is crucial, as is knowing who could block your progress. Swingers should also be identified. These are the people who can be influenced to support you, says Scott.
"It is critical not to get captured by the wrong people," he says. "When you move into a new role people will try and lobby you so you have to exercise a high degree of personal self awareness."
And when changing jobs, a person has to avoid what is called the transitioning trap, says Scott. This includes an employee doing what has always worked for them in previous roles and not adapting to the new job.
Scott also says it is important to know how to manage the relationship with your new boss and that new staff need to make the effort to build the relationship and not sit back waiting for the boss to make the first move.
"New staff have to make it their responsibility to establish a working relationship with the boss and take a more positive and proactive role in doing that. Too many people sit back waiting for the boss to make the first move when it is the employee who needs to initiate contact."
It seems that great strides can be achieved or a good person can be deemed a lame duck and their fate sealed during the first few months in a new job. Scott points to statistics from the United States that say that nearly 40 per cent of managers fail in their new job within 18 months.
"It's a hugely damning statistic that results in a great costs to organisations and people's careers," he says. "It means that an organisation's recruitment processes need to be managed well and for there to be a solid induction process."
He says more employers are starting to understand that they have got to have a more proactive role in providing support to help managers transition into new roles effectively - be they new hires or people rising up through the ranks.
"The first ninety days in a job is a time of huge opportunity but also vulnerability for the new employee," says Scott. "Major job transitions are one of the most critical career development experiences managers can go through.
"And employers need to play their part in the knowledge economy. Knowledge becomes quickly redundant these days - therefore organisations have to quickly invest in the coaching of new employees and to provide support to help them manage their own learning ability.
"What this means is that organisations have to become learning organisations and they have to help their people to become better equipped to manage their own learning."
Scott says to help companies and managers his firm is offering a programme developed by Forum Corporation in the United States called the First 90 Days, which is based on the book The First 90 Days: Critical Success Strategies for New Leaders at All Levels by Michael Watkins.
The course includes topics such as diagnosing your situation (as a new hire), assessing your situation and yourself, accelerating your learning and how to work with your new boss.
Scott says the outcomes of the course includes reducing the time it takes to make a successful transition, better prioritising to identify those tasks with the highest payoffs and quicker ways to add value to the organisation.
"The course provides a practical framework around which managers address six core transitioning tasks. And by doing so are able to draft and action a more effective transition into a new role or job."
Scott says that while the course is aimed at individuals it is only offered to organisations. He says it can be applied to new people in jobs at a mid-management level or to existing managers so they are better placed to help their transitioning employees.
The first 90 days
Avoid common traps: It is crucial to get early wins, but it is also important to secure them in the right way.
Failing to focus: It is all too easy to take on too much during a transition, and the results can be ruinous.
Not adjusting for the culture: Leaders who come into an organisation from the outside are most at risk of stumbling into this trap. Be sure you understand what your organisation does and does not view as a win.
Failing to get wins that matter to your boss: It is essential to get early wins that energise your direct reports and other employees.
Letting your means undermine your ends: If you achieve impressive results in a manner that is seen as manipulative, underhanded, or inconsistent with the culture, you are setting yourself up for trouble.
Establishing long-term goals: In the first 90 days, a key goal is to build personal credibility and create organisational momentum. You do this by securing some early wins. Early wins leverage your energy and expand the potential scope of your subsequent actions.
Focusing on business priorities and behavioural changes: Define your goals so you can lead with a distinct endpoint in mind. Think about your legacy here. What do you want it to be?
Source: The First 90 Days: Critical Success Strategies for new Leaders at All Levels - Michael Watkins.
