Unlocking the Brilliance and Commitment of New Hires the Moment They Arrive
By Alan S. Gregerman President & Chief Innovation Officer, Venture Works, Inc. | June 26, 2011
Even in today's challenging economic environment, many hotels and other companies are bringing on new staff and hoping that they will be able to make a real difference as quickly as possible. There's plenty of work to be done and, in a time of real budget constraints, there's even more pressure to make the best hires and get the most out of every employee.
But all too often we begin these new and very important relationships with a set of old and tired ideas. Ideas that fail to unlock the real brilliance and potential of every new hire and, in the process, fail to build the type of connection that will earn their engagement and loyalty. And it's often because we view them as someone who is merely filling a job and a job description rather than being a critical asset in our quest to be an even more remarkable organization.
So let's spend a few minutes to think about how we might change the equation in three simple ways that build a stronger bond with new hires, enhance innovation, and improve our bottom-line performance.
Let's start with the notion of orientation. The practice of bringing new employees into the fold and making them fine, upstanding, and highly-productive members of our company, property, or tribe--in as little time as possible. After all, time is money and we would have never tried to fill an open position unless we were desperate to get a pile of work done. And so our ancestors invented "orientation" as the fastest way to get the new folks up to speed on what our organization believes in, what we actually do, and exactly how we do it.
Let's show them our way--which is obviously far better than the way they did things at their old company or, for that matter, at any time in their life before they lucked out and got a job here. Otherwise, why in the world would they ever have joined us.
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