Follow-up service and introductory training

Here to stay

Signing the contract is not the finish line of successfully filling a vacant position. How quickly a senior manager takes on their new tasks and whether or not they stay with the company for a long time depends on how well they and the company handle the transition period. To us, helping companies develop a follow-up plan and helping new employees feel welcome and at home at their new position is part of our job. There are several aspects to an onboarding strategy:
  • communicating openly and clearly concerning tasks and expectations
  • defining and communicating clearly which goals are supposed to have been reached by the end of the probation period
  • a written plan outlining the tasks during the introductory phase
  • briefing the team beforehand about their new colleague and informing them about management’s expectations of him or her
  • a document detailing the new employee’s responsibilities, handling of certain tasks, introductory events (if applicable) etc.
  • naming a contact person and mentors, and actively assisting with personal networking that goes beyond merely work-related matters
  • scheduling regular feedback meetings early on
  • if necessary: supervision, coaching and assistance through a systematic employee development

Checklist

Off to a good start – the first day

Thorough preparation makes for an easy and successful cooperation. The first day at the new job isn’t just about work, though. It’s also a chance for the company to make their new employee feel welcome. If they don’t live where they work or recently moved there and are going back to a hotel room or their new apartment after their first day, they will be especially grateful for a warm welcome.

Following are some of our recommendations for that first day:

  • Who will show them around and introduce them to colleagues?
  • At their desk: are hardware and software ready to use? Are computers, tools, software license, documents, cell phone, company car etc. ready and working?
  • Communication: are their e-mail accounts and extension number working, does reception know about the new employee, are business cards, IDs, passwords etc. ready?
  • Work processes: who is the new employee’s contact person?
  • Internal matters: what else do they need to know (upcoming appointments, where to have lunch, cafeteria, company sports, company events, incentives…)?
  • Information about all relevant contact people (company physician, employee organization, privacy officer, equal opportunities officer, severely handicapped employee representative…)
  • Integration into the team: who takes the new employee to lunch on their first day and will answer non-work related questions?

Employee writes “Welcome” on a flipchart.

Sebastian Radtke, Managing Director of SCHLAGHECK + RADTKE
SUSTAINABLE
SUPPORT
Sebastian Radtke
General Manager SCHLAGHECK + RADTKE

“The very fact of our 24-month guarantee is motivation enough to proactively do everything we can to ensure the perfect onboarding.“
Dr. Ralf Gräßler, Managing Director of VEDA GmbH
Reliable
ambassador of our company
Dr. Ralf Gräßler
Executive Partner, VEDA GmbH

“The so-called 'cultural fit' is becoming more and more important when looking for new talents to hire. The consultants at SCHLAGHECK + RADTKE quickly understood exactly what we were looking for and perfectly relayed that to their candidates as well. Last but not least they've proven time and again their excellent ability to understand people and so with our consultant's help we've been able to add new members to our team several times already.”