Page 6 Dairy Star - Third Section Saturday, March 26, 2016
MADISON, Wis. When employees are needed in a company, it is best
to gure out within the rst 30 days whether to keep them hired or
have them red, said Trevina Broussard, association trainer with
Humet-rics and Peggy Morrow and Associates in Texas. Youre making
an investment when you hire somebody. The purpose of the rst 30
days is a system that will validate that what you see is what you
get because at the end of the day, once you hire them, youre stuck
with them, Broussard said. Broussard presented The Five Firsts: A
Fail-Proof Solution for New Hires on March 17 during the
Professional Dairy Producers of Wisconsin Business Confer-ence at
the Alliant Energy Center in Madi-son, Wis. Within the rst 30 days,
Broussard said there are ve rsts when an em-ployer should check in
on a new hire: the rst hour, the end of the rst day, the end of the
rst week, after the rst paycheck and at the end of the rst 30 days.
The rst rst is the rst hour of the job, which Broussard said is the
most im-portant time an employer will sit down with a new hire.
This time should be a one-on-one meeting. Building a rapport in the
rst hour will allow you to know what this person is made of,
Broussard said. Before the meeting, select a date that does not
coincide with normal working hours. Have them come in when you can
spend 45 minutes with them undivided,
Broussard said. This lets them know theyre important and theyll
feel validat-ed. With validation comes the best return on your
investment. Broussard said the goal of the meeting is to leave a
positive impression. At the end of the day, this person is a
cornerstone of your work, especially if you
dont have many em-ployees, she said. During the meeting, make
the employee feel cho-sen. Also, let them know how important their
job is and how that ts into the big picture. No job is too small
let them know how their job affects everything.
Their job is important, Broussard said. Also, reinforce their
decision to join the company. Before the meeting, be ready for the
new employee. For example, have paper-work ready. Its showing them
through your ac-tions that youre prepared for them and youre happy
theyre here, Broussard said. Also, review their resume and look for
connection points. It will break the ice, Broussard said. Assign a
mentor or a buddy for them to go through on a regular basis. This
per-son will answer the new hires questions and help that person t
in with the culture of the company. This is something we overlook
be-cause people come in with a set of tech-nical skills but having
a buddy makes people more comfortable, Broussard said. Also during
the meeting, make the new employee feel comfortable, while also
sharing information and setting the stage to what is expected of
them. Determine what motivates them and the reasons they took the
job. It will be what continues to motivate them in the future. A
lot of times its not money, Broussard said. The second rst is the
end of the rst day. At this time, check in with the new employee to
see how they are feeling about their job. This lets them know youre
holding them accountable for their work, Brous-sard said. During
this check-in, reinforce the positives and what they are doing
right while defusing the negatives and what they need to work on.
Also, check in with their buddy at this time. Broussard suggested a
few end-of-the-day questions: Did you have the tools, information
and training you needed to feel comfortable today? Do you have any
ques-tions or concerns? How would you rate your day on a scale of
one to 10? Why? What did we do right and what could we have done
better? What was the most frus-trating, boring or confusing thing
about to-day? Asking these questions now allows you to understand
the person instead of six months down the road when you hear
through the grapevine that things arent working out. Six months
later is too late, Broussard said. The third rst is the end of the
rst week. You might say I dont have time to check up on this
employee, but you dont have time not to. Its an investment in
training and resources, Broussard said. At this time, Broussard
said to as-sess their rst-week experience and solicit feedback. If
they have suggestions, get it now, she said. And if you think this
person is a
star performer ask if they know anybody else. Birds of a feather
ock together. But getting information about this per-son early is
important, Broussard said. The most expensive person you hireis the
one you have to re because you in-vest all this. Hopefully you can
learn in the rst 30 days, she said. The fourth rst is after the rst
pay-check. Its a wonderful time to reinforce thattheyve done a
great job, Broussard said. The paycheck is the way to say thank
you. If the employees performance is dwin-dling, talk to them about
it right away.Try to help them nd solutions if they arestruggling,
Broussard said. An unhappy, unproductive employeeis detrimental to
everything so its im-portant to get rid of them if you need to,
Broussard said. The fth rst is the end of the rst30 days. At this
point you know exactly whatyoure getting, Broussard said. This is
the time to answer these ques-tions: does this person live by the
companyvalues? Has this person shown initiative, an ability to work
without supervision? Have you experienced any problems withthis
person? Has everything been done tohelp this person succeed? All
these questions will help answerthe nal question: Should we
continueto invest in this person or should they be red? If you hire
the wrong people, allthe fancy management techniques in the world
wont bail you out, Broussard said.Sometimes you think if you get a
warmbody you can train them, you can coach them and theyll get the
job done but at the end of the day its just a drain on
resources.
PDPW BUSINESS CONFERENCE COVERAGE
Evaluating a new hireBroussard shares how to handle employees in
rst 30 days
By Krista [email protected]
Trevina BroussardAssociation trainer
st
Page 24 Dairy Star - Third Section Saturday, March 26, 2016
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