The new recruit
Coping with those first few weeks in a new job may appear easy, especially compared with all the hard work of job hunting and the stress of interviews. Many people, however, find the prospect of starting in a new company daunting.
From day one the hurdles include relationships with managers and colleagues, supervisors' expectations, induction arrangements and company procedures. Although considered less important by some people, being at work on time, wearing the right clothes and avoiding work-place politics also need to be addressed. Preparation is likely to be the single biggest factor in dealing with these issues.
First impressions can influence how quickly you will be accepted by supervisors and colleagues so ensure that you present yourself as keen, flexible and professional.
If the organisation you are joining has an induction programme, think carefully about how you will get the most from it. Michael Dent, head of internal communications at Forte, has experience of putting together induction programmes. "New employees need sufficient information to enable them to contribute to their job as quickly as possible," he says. "Ideally, the induction process should be phased in over the first few weeks rather than the initial one or two days."
If there are no formal arrangements for your induction, try to arrange your own. Approach your manager and ask if, during your first two weeks, you can learn more about the organisation and meet other employees. Seek a broad understanding of how the company operates; its internal procedures, how the other employees interact with each other.
Quickly adopt some of the basic company rules. Many organisations have their favourites - two common examples are the private use of the telephone and the consumption of food. However trivial they may seem, it is important for you to be seen to conform.
Having successfully completed the induction phase, you then need to master your new role. A plan of action is needed and should cover four main elements:
The company: gather relevant information on its structure, support networks, key people, customers, internal processes and procedures, and management style.
The job: ascertain the expectations of your immediate supervisors and colleagues, your areas of responsibility, limits of authority, budgets and resources.
The people: avoid making close friendships too early but slowly build relationships with your colleagues and supervisors. Make good use of the honeymoon period with the company, it will not last forever.
The future: career management is in your hands, it cannot be left to chance. Develop your network of contacts, undertake continued professional development and learn from experience.
Remember that, although it is difficult being the new recruit, your colleagues also need time to adjust to you. Implement your plans effectively and you will not only survive the first 90 days, but have a firm foundation for the future.
Stuart Carter specialises in career management, business and human resources issues. Tel: 0161-903 9091.
