Three Key Components of Effective Onboarding

Jack listens as a company representative lectures for several hours about ABC, Inc. He leaves the meeting feeling disoriented, remembering little of what he has heard, and wishing he had gotten to know some of the other participants. Upon returning to his department, he is told by the secretary to read the Employee Handbook until his manager has some free time. Three hours later, his manager drops by his desk (which, because his own computer and telephone have not yet been set up, is actually the desk of a vacationing co-worker). Before rushing off to another meeting, his manager instructs him to sit with Jill to observe her as she performs her duties. Not only is Jill unprepared to train Jack, she isn't even aware that someone new has joined the department. Furthermore, dissatisfied with her recent performance appraisal, Jill spends more time complaining than working. At the end of the day, Jack leaves work famished because no one had invited him to lunch or even bothered to show him where the cafeteria is located.

Sound familiar?

As in any relationship, first impressions count. Unfortunately, Jack's introduction to ABC, Inc. did not set a positive tone for his career with the company. His first day was a huge disappointment; it was confusing, disorganized, and disconnected. Only hours after arriving at work so full of excitement and high expectations, he began to regret his decision to accept the position.

Delivering Negative Feedback to Employees is Tricky, But These Tips Will Help

Performance appraisals can be tough on both managers and employees, especially when a problem or weakness needs to be addressed. To further complicate matters, feedback should be provided on an ongoing, year-round basis, not just during yearly review meetings. The following tips will help these conversations flow more smoothly, and ensure that employees receive the information they need to successfully turn things around.

Avoid Making Assumptions About Candidates' Soft Skills When Interviewing

Some job candidates will be quite personable during the interview, which may lead you to believe they possess a broader range of soft skills than they actually do. Other candidates, however, might make a more neutral or even negative first impression. Whether due to nervousness, lack of knowledge about the interview process, or social deficits which may or may not be related to a disability, it’s important not to make snap judgments about a person’s skill set or ability to do the job.

Time Management for Managers: Five Practical Ways to Make the Most of Your Time

As a manager, you are responsible for overseeing both people and processes. You may, at times, feel there aren't enough hours in a day to do all that you need to do. Here are some simple tips for freeing up your time to focus on the most important aspects of your job.

1. Consider the "payoff" when planning and performing your work.
   
   High-payoff activities are those that provide the greatest long-term value, as they are important to the fulfillment of your goals. They are often complex, time-consuming, and require uninterrupted concentration. Low-payoff activities are typically short, quick, and easy to do, but provide no real benefit. They tend to outnumber and take time away from high-payoff activities. Here are some strategies for effectively performing each: