A new recruit's first weeks are often stressful - for the recruit and for the manager. Managing the expectations of both parties is key to making a new work relationship successful. And this should start right back at the planning stage.
When first working through the process required for a successful recruitment exercise, a very important part is what we call Expectations of Success (EOS). These answer the question "how will I know this hire has been successful?".
The goals in an EOS are usually spread over periods such as the first week, the first month and the first quarter depending on the type of job. They should be designed so you know the new employee is on the right track and fitting in with the behaviours you have established and recruited for.
This tool is also useful to assist with the probationary period. It will assist you in determining whether the person is on track to complete this successfully or some action is required.
An example for a Credit Officer may be:
At the end of one month I would expect the new employee to have successfully:
- Allocated receipts and credits to accounts accurately
- Introduced themselves to the top 30 customers in this market segment and established names of key contacts
- Used knowledge gained from a structured induction program to successfully apply the credit management procedures appropriate to this market segment under supervision
- Demonstrated at least two of the Company core competencies at least once
At the end of three months I would expect the new employee to have successfully:
- Used, and given, support from/to key staff in Customer Service, Sales and Marketing and other Finance sections
- Applied all Credit Management processes and policies, especially in the areas of Customer Account management and cash collection
- Have handled, on at least one occasion, 75% of the job tasks associated with the allocated customer base without supervision
- Met Credit Management KPIs and targets for at least one month
- Demonstrated all the Company core competencies at least once
At the end of nine months I would expect the new employee to have successfully:
- Accurately prepared monthly Credit Management reports, tables and graphs on KPIs for the Division customer base for at least three consecutive months
- Made key contributions to the determination of credit limits and facilities for individual customers
- Reconciled all major allocated accounts
- Brought all accounts within trading terms
- Demonstrated all the Company core competencies on a consistent basis
Using this method you can track the progress of a new recruit and deal quickly with any issues arising before they reach a level where you start to doubt whether you have recruited the right person. It is important that you phrase the content and plan the workload in such a way that the employee actually does the things listed: not just that they can do them, but that they have done them.
It works both ways of course. In these days where talented employees have a choice, the new recruit is also wondering whether they made the right move.
The degree of professionalism you demonstrate by preparing and regularly discussing progress against an EOS sends a strong and positive message to your recruit: "this Company takes my success seriously".
By asking the recruit before hiring how they would like to progress in the early stages, you have a good chance of ensuring both parties' expectations are broadly aligned and then meeting them. Too often there are surprises on both sides and this either results in some level of dissatisfaction or, worse still, the relationship coming to an end.
Using the EOS will not guarantee you have selected the right person - you still need a complete and rigorous process for that - but it will ensure a better chance of success if you have the right person. Or if the wrong person has been recruited, you can identify the problem early.
The process takes a small amount of planning but compared to the cost of losing a good employee, or keeping a poor one, the investment is well worthwhile.
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Effective Performance Management