#11 - Leading people from the front and back!

11 May 24

People are the most important resource which should be invested in at every opportunity. That starts from when they have been told they have got the job, until the moment they decide to leave. The way people feel is more important than anything. Induct them into the organisation and get them upon to speed as quickly as possible.

But equally, when they decide to leave the occasion should be marked and their contribution to the organisation recognised.

Leading your staff from the front and the back will be noticed by those who remain. Do that, and your overall staff churn will reduce as people feel valued.

This edition is sponsored by Kajabi - the one stop shop solution for entrepreneurs hoping to start an online business. Use my affiliate link below to receive an increased trial period from 14 to 30 days - only for Springboard Spotlight readers!

Whether you're an aspiring or seasoned entrepreneur, Kajabi is the platform to help you monetize your skills & knowledge. It's an all-in-one platform that lets you transform your expertise into income through online courses, membership sites, community building, and personalized coaching tools. 

Kajabi Free 30 Day Trial

#11 - Leading people from the front and back!

What?

The manner in which a person is treated when they first engage with your Company will dictate whether that person ultimately stays or not. That is a fact!

From the way they are managed by HR, through to the day they physically arrive at their place of work on day one. Everything matters.

The new joiner will make a judgement, fair or unfair, as to what their perception is of how the Company treats its employees and how valuable a commodity people are in that organisation.

Whether we like it or not, in many cases, perception is reality in the minds of many.

It's just human nature.

Why?

Changing jobs is a stressful process for anyone to go through, on a par with moving house and/or divorce.

The employee will be wondering if they have made the right decision. There will be inner doubts over whether they think they are capable of performing the new role, particularly if it involves a promotion. Imposter syndrome will be a real issue for some. They will feel that they are way outside their comfort zone.

So the engagement process from interview through to arriving on day one must demonstrate to the employee that they are being carefully managed.

If they are, it goes a long way to taking the additional stress out of an already stressful situation.

And that can make a huge difference.

But it doesn't stop there. It's not all about the front end. It's also about the endgame too.

Being able to carefully manage someone who has decided to leave is equally important.

From start to finish, at the front end of their employment to the back end, people must be well led.

How?

On Joining:

The recruitment process can be protracted at times, depending on how well organised the HR team are.

But once the successful candidate has been selected, and they have been informed as such, the hiring manager should engage with the new joiner as soon as possible to make arrangements for where they should go on day one.

This provides reassurance to the new employee that they have a point of contact should they have any questions. Day one initial contact is thus taken care of.

1. On actual day one it should be carefully structured to ensure that the employee is not overwhelmed. Don't bother with giving them lots of briefs; they won't remember anything. It's called the shock of capture. Just walk them around the building/show them around the workplace so they can start to get their bearings. Make informal, passing introductions to people you come across. Show them where they will be working, so they have somewhere they feel comfortable they can go to take stock. Pair them up with a 'buddy' in the same team who can act as a day to day point of contact.
2. Arrange Joining Calls for them with key senior people (as required) to introduce them into the organisation, so people know who they are.

From day 2 until the rest of the first week, there should be a structured induction programme put in place. It should include, but not be limited to the following:

1. Health and Safety brief,
2. Company Vision, Mission and Strategic Objectives,
3. Notable Company successes and contracts that they may get involved in,
4. Organisational structure and key members of staff,
5. Introduce the HR staff,
6. Explain the team organisation and how their role fits in to the bigger picture.
7. Expected behaviours in accordance with any Code of Conduct that the Company may have,
8. Arrange for their passes and IT to be issued.

Keep them engaged and arrange regular check-ins during the first 3 months. This monitors how well they are settling in. Answer any questions they may have, provide reassurance as required.

On leaving:

1. Arrange leaving calls with key people so that the leadership team are aware they are leaving,
2. Go out for a team meal to mark their departure. Or arrange something in the workplace, with refreshments provided, and club together to buy them a leaving present,
3. Provide a short speech outlining their achievements and what they plan to do in the next chapter of their career. In short recognise their contribution!

Follow the above, and people will join with a nice warm feeling. They will also depart with great memories as well.

Careful management of joiners and leavers is key. It sends a message to the other team members that people are super important. It also demonstrates publicly that individual efforts and contributions are recognised and appreciated.

After all, your most important resource is people!

In Summary

I hope that you enjoyed reading this newsletter and that it has given you food for thought.

People are the most important resource which should be invested in at every opportunity. That starts from when they have been told they have got the job, until the moment they decide to leave. The way people feel is more important than anything.

Induct them well, and make their departure one which fully recognises their contribution. Do that, and I suspect your overall staff churn will reduce as people feel valued.

Have a great week!

Whenever you're ready, here's how I can help you:

1. Resources - Reading is an essential component to developing your own authentic leadership style. Check out my resources page for really inspiring books which I have found invaluable within my own leadership journey,
2. Coach Station - Singular issue 60 minute coaching sessions,
3. Coach Journey - Bespoke coaching packages of 6 or 12 sessions for transformative change,
4. Schedule Optimiser - Online course allowing you to take back control of your diary.