Page 106 - Successful Onboarding
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Teaching Culture So That Our New Hires “Get It” • 95


        Major issues the new hire faces
        New hires might hope that the few days or week of orientation help them
        wrap their heads around slang and the many other informal elements of
        company culture, but it doesn’t usually work that way. In the ensuing days
        and weeks, they are left to fend for themselves in negotiating a number of
        daily questions big and small. Some of the major things they are anxiously
        trying to figure out include:

           • Informal ways colleagues make decisions: What gives people
             “permission” to decide on an issue? Is it their ability to muster
             facts? Is it the boss’ approval? The inherent authority that comes
             with their job? A combination?
           • Communication styles: Does the hire’s new workplace like the
             one-page memo? The PowerPoint deck? Three bullets? Casual
             conversations in the hall? Do people like to gain information on a
             need-to-know basis, or is an open communication more efficient
             and therefore desirable? And again, the language: What do casual
             words and phrases really mean?
           • Idea advocacy: Does the organization prefer a structured or
             formal process for bringing forward ideas—e.g., using templates
             and a defined process and forums—or does a culture of open
             brainstorming reign? Do ideas need vetting before expression in
             an open forum, or do colleagues feel comfortable with a new
             hire just bringing something up?
           • Who’s who: Who is important to company decision making? Who
             do I need to impress? With whom do I need to develop a good
             working relationship so as to successfully partner on work
             assignments? How do the leaders’ styles differ?
           • Dispute moderation: Some organizations designate people and
             processes to address and formally moderate disputes when they
             arise, whereas others encourage colleagues to moderate disputes
             themselves. What’s the rule here?
           • Managing up: Is the hire’s new culture hell-bent on micro-
             managing? Does he or she have to keep superiors constantly
             updated on progress? Is there a consistent standard, or are there
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