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Employer Options for Use of
30 Ways to
Shine
as a New
Employee
30 Ways to Shine as a New
Employee is a work-based skill development program designed
for new employees with the purpose of increasing job retention by
promoting adaptive and effective workplace habits, attitudes and
choices. The ultimate goal of this program is not merely to
encourage job maintenance, but to foster in the new employee a
feeling of personal power, desire and responsibility leading towards
job satisfaction and ongoing career development.
Topics on this
page:
Benefits of the program
Premises for the program
Four options for implementation
Planning Matrix
If you are an Employment
& Training organization, be sure to view:
Agency Supplemental
Guide
30 Skills for
Employee Success
| 1. Calming New Employee Jitters
2. Dealing With
Change
3. Understanding Workplace
Culture
4. Meeting New
People
5. Satisfying Employer
Expectations
6. Learning To Relate In The
Company Style
7. Clarifying Performance
Goals
8. Paying Attention To Your
Surrroundings
9. Learning From
Mistakes
10. Not Letting Worry Cramp Your
Style
|
11. Reflecting
The Company Image
12. Exceeding Employer
Expectations
13. Shining In The Eyes Of The
customer
14. Being A Team
Player
15. Surviving Office
Policitics
16. Choosing To Think
Positive
17. Facing Your Fear and Finding
Courage
18. Breaking Bad Habits Of The
Mind
19. Coping With Everday
Life
20. Taking Small Steps To
Change |
21.
Controlling Your Anger
22. Making Yourself
Understood
23. Benefiting From Praise And
Criticism
24. Developing The Ability To Really
Listen
25. Dealing With Difficult
People
26. Making a
Difference
27. Making Work
Meaningful
28. Living Each Day
Gratefully
29. Learning From A
Mentor
30. Balancing Life And
Work |
Six Benefits of
Using
30 Ways to Shine
as a New Employee
1. Business Success is Tied
to Employee Success
It has been said that a
corporation is not an "it", but an "us." The success of
any business is largely dependent on the success of its
individual employees. Most businesses in any industry
agree that the single most vital, adaptable and creative
ingredient in any corporation is the human being.
Unfortunately, there is a flip side. To the same degree
that each employee has the potential to bring growth,
prosperity and good to an organization, individuals also
have the capacity to throw a monkey wrench into an
otherwise smooth operation. For good or bad, your business
is profoundly affected by the individual performance,
productivity and personality of each employee.
This is especially true
in service industries in which the customer’s experience
(and evaluation) of the business is based on their
interaction with the employee. It is impossible to account
for the number of customers earned or lost due to the
quality of service provided by employees – we can only
surmise that the number on both sides of the equation is
significantly high. Obviously, it is to the benefit of any
business to develop in their employees the skills,
qualities and habits conducive to positive customer
relations.
- I
nvesting in Employee
Retention Pays Off in Reduced
Turnover
Which do you think is a
better investment of time and money - teaching people how
to prevent a fire or teaching people how to use a fire
extinguisher once a fire is started? It costs a lot more
to recruit, hire and train a new employee than it does to
invest a little extra time in developing the employees you
already have. The investment of time and energy required
in this program will more than pay off in both reduced
employee turnover and the potential employee development
that may result from the use of this
program.
3. Responding to the Diversity of
Today’s Workforce
The challenge of
managing and capitalizing upon the diversity of today’s
workforce has never been greater or more critical for
business success. Today’s entry level workforce is
extremely diverse in terms of age, ethnicity,
socio-economic background, disability, educational level,
and work history. Many individuals entering the work world
today have little or no work experience and bring less
education and training than in previous generations. These
differences among employees do not simply decorate
statistical charts. Much to the consternation of managers
and supervisors, they appear as a challenging mix of
cultural backgrounds, communication styles, modes of
thinking and, last but not least, perspectives and
expectations about work.
30 Ways to Shine as a
New Employee succinctly identifies and clarifies
for employees across all lines of diversity, the essential
skills and habits valued in today’s work world. These
skills are just as timely and relevant to the 18 year old
as they are to the 60 year old; just as relevant to the
single mother gaining independence from the welfare system
as to the person trying his hand in a new industry.
Touching on skills as basic as listening, controlling
anger and handling stress on the job, this guide is
pertinent not only to employees from any of the hundreds
of cultural heritages making up North American business,
but also to the rich diversity of cultural differences
among players in the global
marketplace.
4. Equipping Employees for the Constantly
Changing Workplace
Changes in today’s work
world call for new relationships between employees and
their work, between the employee and the employer, and
between the employee and him/herself. This guide helps to
advance these new relationships by promoting the kind of
thinking that will put the employee in a position of
personal power and choice. Rather than see the employer as
a caretaker, the employee is encouraged to view the
employer as a customer; rather than see him/herself as a
pawn on a company gameboard, employees are encouraged to
view themselves as providers of a valued service to the
business. The mindset of a typical new employee is set on
coping, adapting and surviving the new environment. The
mindset we want to induce is one of purpose, adventure,
optimism and faith. Aside from the obvious benefits your
business will enjoy by having employees with this mindset,
it will also help to prepare the employee for future
changes that may befall the company later on down the
road.
5. Developing Employee Qualities to
Complement Skills
It is said that
businesses hire for qualities and train for skill. That is
a fine practice as long as there is a ready labor pool of
applicants who possess the qualities valued by your
business. But what happens when they don’t? Furthermore,
hiring for qualities is tricky because they are subjective
in both definition and identification. What one person
deems as "assertive", another might characterize as
"aggressive"; "confidence" to one person might be seen as
"arrogance" to another. Even if there were some objective,
agreed upon and reliable assessment of the valued employee
qualities, it is naive to assume that any employee either
comes with or without those qualities. This program
assumes that everyone has the potential to exhibit those
qualities in a context and environment in which they are
enabled and inspired to do so.
30 Ways to Shine as a
New Employee is a tool for assisting the new
employee to co-create a context and an environment in
which those qualities are a natural outgrowth. The ideas
and challenges set forth in the guide were designed to
cultivate and inspire the following qualities which are
most highly valued in today’s fast-changing work
environment:
| Resourcefulness |
Critical
Thinking |
| Creativity |
Great Team
Player |
| Initiative |
Assertiveness |
| Independence |
Confidence |
6. Employees’ Sense of Ownership Pays off
in Excellence
It is no secret to savvy
business owners that if you want employees to do their
best, then they must feel and experience ownership in the
organization. Effective managers make every employee feel
like a colleague or a business partner, because when
people feel ownership in something, they look out for it!
This perspective is
often celebrated in the profits reported from companies
like Hewlett Packard, Southwest Airlines, Nordstrom,
Intel, Starbucks, Intel, Wal-Mart, Microsoft and hundreds
of smaller companies, where employees who are treated like
business partners rather than as hired help have
dramatically affected the bottom line.
Here are some of the
ways in which the guide assists the new employee to
increase the sense of ownership on the job and to
encourage an entrepreneurial mindset:
-
It asks the new employees to look at the
organization as a whole and understand the role they
play in the bigger picture;
-
It encourages them to define their jobs more
broadly, leaving room for creativity and autonomy;
-
It fosters the idea of adding their own
personal style or signature to whatever task they are
involved in;
-
It develops a greater sense of belonging on
the team; and,
-
It prompts them to view the customer as
"their customer" not just the company’s.
Nine Premises of
30 Ways to Shine as a New
Employee
30 Ways to Shine as a New
Employee was developed to address the challenges and
realities listed above as well as reflect the following
underlying principles and
premises:
 |
For good or for bad, the fate of a new
employee in a job is largely in his/her hands. The more
awareness and conscious decision-making the new employee
brings to the process the better.
|
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Because we cannot be assured of the quality
or quantity of workplace coaching and supervision, we
should equip the individual with the skills, attitudes
and habits which will ease the transition for the
employee to become quickly productive for the employer.
This program does not usurp or negate the need for good
supervision of any employee – it is simply intended as
an aid that can augment good supervision or assist the
employee who is without it. |
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While every workplace presents its unique set
of requirements and challenges, the 30 skills presented
in the guide were written to be relevant and applicable
to any workplace. The Challenge of the Day for each
skill was designed so that it would become relevant to
the employee’s particular work environment and specific
position. |
|
Psychologists talk about intrinsic motivation
(being driven by internal needs and desires) and
extrinsic motivation (being driven by rewards or
circumstances from the outside.) Because none of us have
much control over outside circumstances, people who are
internally motivated have a greater degree of
satisfaction and success because they have a higher
degree of influence over their own happiness. This
program works to build in the new employee more internal
motivation and less focus on outside rewards. Employees
who are encouraged to be responsible for their own
motivation take more responsibility and become
accountable to themselves for job satisfaction. |
|
General life maintenance and job retention do not
have a casual relationship – they are inextricably tied
to one another. 30 Ways to Shine as a New
Employee prompts the individual to pay attention
to his/her whole life, not just his/her work life. As
persons become healthier, happier and more fulfilled in
their larger life, their work life will take on a
similar glow. |
|
During a time of transition and change, new
employees need to keep their energy and focus in areas
where they have control. This program helps to tame
worry and harness hope by presenting challenges in
small, incremental steps. It is through everyday
experiences of success and progress that confidence and
self esteem grow and strengthen.
|
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It is said "what gets measured is what gets
done." This guide helps to measure those things that are
often considered intangible but are critical to employee
development, like making daily progress on the job,
learning the corporate culture, benefiting from feedback
and making mistakes, building confidence on the team,
etc. Each of the 30 skills in the new employee guide
provides a "Challenge of the Day," laying out a series
of small, achievable tasks or assignments related to
that skill area. These tasks are specific, measurable
and made relevant to the employee’s work environment.
This program, in essence, is more about building a
springboard of personal power and self-confidence in the
workplace from which all else is possible. |
|
The more
choice employees have, the greater the sense of control
and self-responsibility that they feel. The more control
they have, the greater the confidence they feel. As
confidence builds, so does productivity and
effectiveness. This guide is all about choices. Each of
the 30 Skills present a myriad of choices presented as
suggestions, tips, recommendations and challenges. Here
are just a few of the choices a new employee is
empowered to make through the use of this guide: |
I have a choice to
make a difference in this organization.
I have a choice as to
how to respond to conflict or difficult
situations.
I have a choice as to
how I present myself to my co-workers.
I have a choice as to
how I treat the customers.
I have a choice every
day about how I act and react to other people on the
team.
I have a choice about
the information I gather about this company and how I use it
to add value to this company.
I have a choice to
bring energy and enthusiasm to the job or any other of a
variety of attitudes and behaviors.
I have a choice as to
how I use this job to better my future.
It is important for the new employee to
approach the new job from the perspective of taking one more
step towards true livelihood and career development. In that
spirit, here are the premises in the introduction of
30 Ways to Shine as a New Employee. (Refer to
pages 3 - 7 of the guide for the detailed version of these
premises.)
-
Livelihood is a journey, not a destination. You
plan to use this job so that it works on your behalf in
the present and for your future.
-
Any job
you do is worth doing well.
-
You’ll
get as much from your job as you are willing to put into
it.
-
Attitude matters!
-
It is
the small, daily choices you make that determine and shape
your destiny.
-
Successful employees treat their employers as
customers, not caretakers.
-
Success
on the job is related to skills and behaviors that are
learnable.
-
You
want more from work than a paycheck.
Four Options for
Implementation
Independent Use
Employees use the guide independently,
practicing the skills and progressing through the guide at
their own pace.
Independent Use
with support as
needed
Employees
use
the guide independently
with occasional support from an assigned mentor or coach on an
as-needed basis.
New Employee Mentoring
Program
Employee is
coached through the 30 skills with regular, ongoing
mentorship. The guide is used as the basis for new employee
mentoring.
New Employee
Training/Orientation
Guide is used as basis for an intensive
1-3 day new employee training program.
This option can be
coupled with similar Internal Training for current
employees!
Considerations for
Implementation |
|
Options |
Advantages |
Disadvantages |
|
Independent Use
Employees use the guide independently,
practicing the skills and progressing through the guide at
their own pace.
|
Requires no time or effort on the
part of the employer.
Sends a vote of confidence to
employees that they can get what they need from the guide on
their own.
Employees progress through the 30
skills at their own pace.
Employees can pick and choose to
practice the skills that are most important to them. |
Employees may feel little buy-in
from employer on the 30 skills and, as a result, take it less
seriously.
Employees may lose interest if they
receive no feedback on what they are learning.
Employees may not know what they
need.
Employees would not know which
skills are of highest priority to the employer.
Employer loses the
opportunity to take advantage of the guide as a way to keep in
touch with employee progress, problems and potential. |
Independent Use
with support as
needed
Employee uses guide independently with
occasional support from an assigned mentor or coach on an
as-needed basis.
|
Requires limited participation from
employer.
Employees see employer’s investment
in the process that may increase their own
motivation.
Mentor or coach is able to monitor
new employee’s progress using the guide as a tool. |
Time required on part of the mentor
or coach.
More on-going support may be needed
for some employees.
|
|
Options |
Advantages |
Disadvantages |
|
New Employee Mentoring
Program
Employee is coached through the 30
skills with regular, ongoing mentorship. The guide is used as
the basis for new employee mentorship.
|
Employees benefit from on-going individual
support and guidance and employer will be better able to
support employees with the guide due to enhanced knowledge of
the skills.
Problems can be spotted immediately.
Employee confidence and productivity grow
quickly and the transition to work is eased.
Employer has a basis for monitoring employee
progress and viewing employee
potential. |
Requires more time on the part of mentor or
coach.
Some employees may not need this much
support.
|
|
New Employee
Training/Orientation
Guide is used as basis for
an
intensive 1-3 day new employee training program.
This option can be
coupled with similar Internal Training for current
employees!
|
The 30 skills are viewed as part of
the company culture.
Through the training, the 30 skills
can be tailored completely to the company.
Great team-building
experience.
Everyone is working on the same
page resulting in a common language and mind-set as a
result.
Employees are oriented to the
variety of challenges and opportunities awaiting
them.
The employee’s first experience
with the company is extremely positive and confidence
building.
There is a basis for follow-up with
mentor or coach once the employee begins to put the skills
into practice. |
Investment of time on the part of
the company.
Less individualized
approach.
Less effective use of guide if not
put into further use once the employee is on the
job.
Much of the value of the guide is
in its daily use and for using when issues arise. Without
active mentors involved, it is difficult to benefit from long
term use of
guide. |
THE PLANNING MATRIX
Attached is a summary and
description of the 30 skills covered in the guide identifying
areas of competence that each skill strengthens in the new
employee. This matrix is designed to be a quick reference tool
for the planning and implementation of the guide for various
purposes including:
|
Situational problem-solving; |
|
A
workshop tool; |
|
A
mentoring workbook; or, |
|
A
self-study program |
CATEGORIES ON THE PLANNING MATRIX
1. Communication
Regardless of the position,
every new employee’s experience in the workplace will be
enhanced with the ability to communicate confidently and
effectively with supervisors, co-workers and customers. This
category identifies employee communication skills such as
listening attentively, choosing words carefully, expressing
themselves clearly, and paying attention to how they are
communicating non-verbally.
2. Assertiveness
Learning to respond to work
situations assertively rather than passively or aggressively is
critical to job retention. This category identifies those skills
which cultivate and reinforce new employees’ ability to assert
themselves professionally and appropriately in the workplace,
including the ability to speak up when there is a problem, to
ask relevant questions and to request assistance when needed.
3. Performance
All employees could benefit
from clarifying their specific goals and objectives, learning to
use their time wisely, utilizing feedback in order to improve,
and aspiring to some form of progress every day on the job. This
category identifies those skills that will enhance new
employees’ ability to meet performance standards and to measure
their daily and weekly progress.
4. Attitude
While a positive attitude
cannot be manufactured, bought or sold, every supervisor attests
to the power it wields in the workplace. This category
identifies those skills that cultivate and reinforce new
employees’ ability to maintain a positive attitude on the job.
Such as the ability to be aware of choices in their thinking
about any situation, to see the big picture in a situation
rather than react to the emotions of the moment, or to give
other people the benefit of the doubt.
5. Work Habits
In the same way that common
sense is not always common, basic work habits are not always
basic. Habits that used to be required as "entrance at the gate"
are becoming harder and harder to come by in today’s entry-level
labor force. This category identifies basic work habits without
which the new employee may quickly become "unemployed", for
example, getting to work on time, maintaining good hygiene,
calling in when sick, and expressing emotions
appropriately.
6. Problem-Solving
For most new employees, the
first six weeks seem like a landmine of surprises and problems.
While challenges are unavoidable, it is possible to foster new
employees’ ability to cope with them. This category identifies
those skills that cultivate and reinforce the new employee’s
ability to resolve conflict and solve problems as they arise on
the job. These skills include controlling anger, dealing with
negative feedback, working with difficult people, and seeking
mentorship for ongoing advice as problems arise.
7. Team Building
Growing the employee’s feeling
of belonging and contribution to the team is a powerful way to
build commitment and confidence in the new employee. This
category identifies those skills which foster simple behaviors
that enhance teamwork, such as learning to introduce oneself,
remembering people’s names, learning about other team members’
jobs, volunteering to help out team members when needed and
giving positive feedback to fellow team members.
8. Informational
It has been said that
information is power. For a new employee, some information
represents the power to survive and adapt to the new
environment, at least in the first six weeks of employment. This
category identifies those skills which enable employees to
become informed about the company they work for and the industry
they have entered, including the company culture, policies and
procedures, company expectations, performance standards and
career development opportunities.
9. Diversity Skill
Successful businesses in
today’s global market work to foster an inclusive environment
valuing diversity, not only in their products and clientele, but
in their workforce as well. This category identifies those
skills that encourage the new employee to contribute to an
inclusive workforce. These skills include becoming aware of
similarities and differences among team members, valuing one’s
own contribution to the workplace, learning to listen and being
cognizant of non-verbal communication, and paying attention to
the part that perspective plays in one’s perceptions of
others.
10. Stress-Reduction
It is a challenge for all
employees to handle the stress of a new job and juggle the
pressures of work and family life. This challenge can be faced
more effectively, however, when new employees practice
stress-reducing behaviors from the beginning. This category
identifies those skills which build that capacity, for example,
coping with difficulties and showing flexibility, redefining
wealth and practicing daily gratitude, and participating in
ongoing activities that enrich their social, family and/or
spiritual lives.
11. Initiative
The success of any thriving
business is largely attributed to the ingenuity, enthusiasm and
ambition of its owners. Cultivating the qualities of enterprise
and initiative in new employees will benefit not only the
employer, but also the business of their own careers. This
category identifies skills and behaviors that reinforce
initiative on the part of new employees, such as asking good
questions, going the extra mile in customer service, looking for
ways to improve their own effectiveness, and taking
responsibility for the quality of the relationships they are
forming with co-workers. (These skills are bound to give pause
to current employees lacking in
initiative!)
Select Planning
Matrix for viewing.
Select Supplemental
Guide for Agency Use to obtain more information on how to use
this guide with Job Seekers.
Select Pre-Employment
to obtain more information on how to use this guide in a
Pre-Employment Workshop. (Information includes: priority rating,
estimated timeframes in class, outside of class and follow-up time
in class for each of the 30 Skills).
Contact Milt Wright & Associates, Inc. to obtain a preview
copy of the book by
e-mail
ljgroh@miltwright.com or phone (800) 626-3939. $10.00 Shipping
and Handling charges. |
