The challenge of settling into a new role prompts our anonymous blogger to ponder the best way of getting newcomers up to speed
Having left Sleepy Hollow Electronics a couple of months back, I have now been parachuted into a new position that has required some learning on the job. Although it’s pretty standard fare, in so much as it’s been a case of “there’s the manuals, off you go”, this has led to some anxiety.
Apart from possible shades of “Imposter Syndrome” (the feeling that perhaps you’ve just been blagging it so far and are about to be found out) there comes with age an idea that there’s a certain level of expectation regarding one’s ability – a level of expectation that remains unfulfilled if you don’t get an awful lot of stuff out of the door. Considering the expectations you would have of a new starter yourself makes the truth of the matter reassuringly clearer, sadly though I find this doesn’t particularly help in actually dealing with it.
The central task can be tackled through two diametrically opposed strategies. The first is to make use of all the information online or in the help manuals, patiently sifting through them and turning yourself into an expert. The second is that when you hit a problem you go and ask someone else and make a note of what they do.
There are advantages and disadvantages to both approaches. By teaching yourself you learn with more depth, demonstrate an ability to exploit resources and solve problems on your own, and learn the “official correct way of doing things.” The disadvantages primarily centre around the time taken to complete tasks and the fact that you learn the “official correct way of doing things.”
By approaching others whenever you hit a snag you reduce the time needed to complete tasks dramatically and find the inevitable “get arounds” that every system needs to function properly, but you are unlikely to build an understanding of why particular processes or techniques are employed. You get the breadth of knowledge but not the depth. There are a couple of other factors in that you may give out the wrong message regarding your own abilities to problem solve and you take up the time of colleagues. They may or may not grow a tad jaded by your constant interruptions but either way you are stopping them from producing stuff themselves – which after all is what we are all getting paid to do.
Obviously then the answer is to find a middle path but judging where that lies is, I find, difficult. There’s so much to take on board, you’re conspicuously the new face and (if you’re like me) you are insecure enough to immediately want to create the impression of having some degree of competence. It should come as no surprise then that I suspect I naturally err on the side of “find out for yourself” a tad too much.
What I think is needed is a mentor. Someone who will be prepared with a thought-out path regarding the realities of the skill sets required for a specific position. Someone who pro-actively keeps an eye on the newbie(s) rather than the usual flustered bod who greets you with a mixture of relief and suspicion, fills you in on the basics and then lets you get on with it; only occasionally wandering over to nervously ask how you’re getting on.
Looking after newcomers always seems to be a duty allocated in an off-handed manner without much warning or forethought so imagine how it could be if one or two members of the office were given half a day’s training to prepare them and then allowed the time to develop a proper extended introductory package. Think of the potential for time saved, the reduction in stress and the efficiency to be gained from actively managing someone’s first couple of weeks (after all it need not be for any longer than that).
I find it difficult to believe that such an approach would be anything other than highly beneficial for both employer and employee.
PS Many thanks for the good wishes after the last article, it’s really appreciated.
Could not agree more! Many years ago the now defunct ICI, Imperial Chemicals Industry, used to put new engineers on shift with Shift Supervisors to act as their mentors be it only for a few weeks. During that time they learnt how to ask people questions without alienating themselves and saw first hand how things got done ‘out of hours’ Then when ‘process’ wanted engineering input they knew who and how to approach the newbie.
Most developed large-scale organisations have induction, awareness and alignment training, and work-based shadow or mentor driven support mechanisms. The intent is not only to soften the landing for new arrivals but also to protect the business from the impact of early starter-attrition, which can have significant operational and financial impact. The challenge however is far more prevalent for Small-Medium Enterprises, where it is perceived that the investment in time and resource to develop such support, brings little return simply as it is used for one-off /single recruitment/placement. As a result the individual support and alignment of expectation in the early phases of employment are often overlooked under a ‘suck it up’ culture, which are ultimately detrimental to both the individual and the employer, both in respects to time to get up to speed and contribute to expectation as well as the confidence of the individual to deliver to their full potential. Human factors are so vital and so often understated.
Has anyone noticed the honeymoon period? When you first take a new job everyone assumes you are qualified to do it but you don’t know your way around. You can ask any question you like and you will receive a positive response. After the honeymoon is over you are expected to KNOW. This could be anything from a couple of weeks to six months. You quickly find out how long the honeymoon is by the responses you get. Now you can only find answers to your questions by surreptitious methods or you will lose face. I think the suggestion above about mentoring is particularly useful. With the right person you will get the most out of new hires.
Large businesses my experiences are, that the induction can feel rushed / dis jointed as the training can do sometimes also. Its a lot less personal. Loads of information at a business level but seldom any at a local level where you actually need it ! For instance how? & who to see? Totally agree with what Chris Hart said above about the honeymoon period.
Little businesses little or no training unless on the job & the mentality is “sink or swim”. I have to say I like working for small businesses simply because your skill set has to be broader if you want to “survive” and therefore less chance of pigeon holing staff in the business.
Mentoring works well in larger companies where it is sometimes possible with large departments.
Small companies this becomes problematic as generally you can become the single point of failure for a process / project & therefore you become “the expert” or “guru” on a subject through your own learning or experience.