I’m reflecting back on the days when I worked in corporate America, specifically sitting through the orientation process. I learned a great deal about the company’s values, mission, vision and of course, the policies and procedures. What I didn’t learn about was what impact I could potentially have on the company, more specifically the power potential that existed in my role. I also don’t remember a conversation with my boss about what I could expect from him and what he could expect from me and what was negotiable (and not negotiable) in my role, in the managerial relationship and in the organization. My career trajectory was never laid out for me and the possibilities of growth within the organization were never discussed. Well, after a year and a half, I left and started my own company. It’s not that I didn’t progress within the company, I did, and in fact, very rapidly. But, I was never engaged. I was never inspired. I was never sold on the power of my role in that company. Reflecting back, I think there are some great lessons regarding the on-boarding and engagement process:
- Spend time on-boarding your young talent from day one with regard to:
- Their roles
- The managerial relationship
- The organization
- Be clear about the power and potential that exists within their roles. These days, people don’t just want a job, they want a job with meaning. Help your new hires understand how they are contributing to the overall picture and what the potential is regarding growth within the company and within their roles.
- Spend time discussing what the expectations are, from both ends, in the managerial relationship. Build this relationship because these days, loyalty exists between people, not for the organization.
- Start defining possibilities within one’s career trajectory, within the organization, from day one. Don’t make this a guessing game. Be clear about what one needs to do and how one needs to perform to be promoted. Figure out the path your new hire wants to take and help them accomplish this.