Having been the  Managing Director of The McQuaig Institute for only seven weeks I thought it only right that I tell you how my own on-boarding process has gone. Based solely on my own experience I  hope that they may give you pause to reflect on your organisation’s on-boarding practices.

Factor one – The right person in the right place at the right time

At The McQuaig Institute we talk about the “three levels of appraisal”:

• Level One – Appearance – that initial gut feel you get in the first 15 seconds of meeting someone based on their poise, confidence and overall “vibe”
• Level Two – Experience – their work history, accomplishments and skills
• Level Three – Temperament – their personal characteristics and qualities. This is the most difficult level to assess in an interview unless of course you are making use of the McQuaig Job Survey® and Word Survey®. In my case I felt an immediate connection with everyone at McQuaig. My 20 years of experience as a consultant in the human development business, most recently as Vice President at AchieveGlobal, provided the background and skills for the Managing Director role and most importantly, my McQuaig Word Survey showed that I was a “Strong Match”.

Factor two – Identify what they need and give it to them

The Strategies for Coaching and Development report within the Word Survey emphasised that I am someone who thrives when presented with challenges and the space to tackle those challenges. Knowing this, my new colleagues at McQuaig have been excellent allowing me to dive into all the challenges of a new job and allowing me the time and space to begin to tackle them.

Factor three – knowledge, knowledge, knowledge

One cannot underestimate the amount of new knowledge one must internalise when starting a new job. From my experience at AchieveGlobal , I think that after a few years we forget how much we actually know and begin to assume that everyone else on the planet knows it as well. Like the McQuaig team I encourage you to take the time and find ways to impart knowledge of all kinds to your new employees.

Factor four – Positive affirmation that generates energy and enthusiasm

Everyone likes to be acknowledged in a way that they find energising. For some it’s a pat on the back. For others, its public recognition. For me it’s letting me know that people are happy I am here, and the McQuaig team has done that in many ways.

Factor five – Let them do what they love

I love hearing from clients! Our sales team has been very generous in involving me in clients meetings and allowing me to be the curious “new guy.” I can’t wait to speak with as many of you as I can whenever the time is right for you.

If any of these factors resonate as good common sense to you please take a moment to reflect on your own organisation’s practices. Ask yourself if there is anything you can do to ensure your new hires have the opportunity to fully engage and enjoy the ride!