Mike 
Will you be adding to your staff in the coming weeks? Part 1 of this blog challenged the assumptions that cause many churches, ministries, and non-profits to shortchange the “onboarding” of new staff. So if you know that you need to make changes, where should you begin?
Most organizations have adequate systems in place to cover the administrative part of onboarding – forms to fill out, cursory meetings with other staff members, explanation of basic policies, and perhaps even some thoughtful guidance for the first week. The bigger challenge is what happens after those first few days.
The truth is that the steep part of the learning curve for new hires lasts for several months. The onboarding process should extend throughout that period. So once the paperwork is complete, what do you need to do?
- Clarify expectations – define “success” in the role after 6 months. This is often quite different than the ultimate goal for the position.
- Connect the dots – new staff members need to understand the big picture to see how and where they fit in. Don’t just tell them “what” do to – they need to know “why” in order to be successful.
- Invite questions – every new staff member has questions, lots of them. Will you make it easy for them to get answers? They need easy access to a knowledgeable person who genuinely conveys that there are “no dumb questions.”
- Point out key people – a new hire’s struggles are often due to interpersonal issues rather than a lack of ability. You can help them know where and how to focus their relational capital so that they start off on the right foot.
- Debrief regularly – you don’t want to micromanage new (or old) staff members, but in those early months, they will appreciate regular opportunities to review their progress, plans, and questions. And if you’re listening, you’ll appreciate what you learn from their fresh perspective on your organization.
