Give him/her warmth, think back to when we enter a new company, there are always some expectations and fantasies in our hearts, hoping to be paid attention to, 'taken care of', and also worried about some unwritten rules that we don't know and accidentally violate, so the care of newcomers when they first join is very useful (subtext: 'brainwashing' is also very useful).
Specifically, there are:
A simple but sincere departmental/group welcome letter;
A more comprehensive onboarding guide (including companies, departments, can go to the group of course better, the content may be: the need to install the tools and software at work, the authority required by each department group and how to apply, the special tool permissions of functional departments, and the common address of the company department and group, etc.);
Arrange a mentor (mentor) to guide him/her and consult if you have questions.
It seems uncomplicated, but it is not easy to do well and do it carefully. In particular, the third point, if only the nominal tutor is assigned, there Latest Mailing Database is actually no responsibility and obligation, there is no standard that is to fight for character, and the appropriate responsibility obligation norms/items in the mentor system are necessary.
Different products/project types, team sizes and maturity vary, and the size and difficulty of establishing training systems will vary. But no matter what, there is an essential difference between yes and no, especially for the rapid development of the business, the rapid expansion of the team, the team has been busy people on the horse to catch up with the progress, in the case of the new person basically do not have time and energy to respond quickly, the more perfect training system is more important.
The reality of the situation may be that the busier the less attention, the less attention is actually the greater the waste cost in the middle, the perception of new people and the elderly will be very poor, and it is necessary to establish a suitable training system.
The general company-level training system will be there, which will basically include company introduction, human resources and administrative introduction.
What may be important here is the training at the department or product level: product/project content introduction and star sea, organizational structure, department growth process, department process specification, basic business knowledge training and professional training, professional training refers to the professional training of different functions, such as code specifications for technical teams, architecture design, etc. Contract specifications for sales teams, sales talk, standard stage processes, etc.
To build a system, there must be a closed loop, not only teaching, especially professional knowledge needs acceptance, may be an examination paper, may be a demonstration. Of course, feedback on the instructor and content is also needed. The whole system can also adopt agile thinking, small steps and fast running, rather than building a large and perfect departmental product training system.
It can be seen that it is not easy to establish this training system, and the faster the business develops, the faster the content is updated. And you can't go through a slot every time a person comes, so it is necessary to precipitate documents, videos and other forms of precipitation, and then face-to-face teaching (relatively speaking, there is a certain cost) combined with the number of new people in the department can be done once a period of time.
The above seems to be a guide and education for the work of newcomers, in fact, it reflects the maturity of the product project team to a certain extent, and the process contains the work and thinking of the department/group, and these seemingly untrue things have a subtle role in future work.
Second, observe carefully and guide positively
The next thing to say is relatively soft, after taking the initiative to attack, it actually depends on how the team is in actual work. If the new and the elderly are half open, or even more, and the previous team culture is not deep and stable enough, it is likely to be 'subverted' to produce a new culture, which is not necessarily a bad thing, perhaps a culture more suitable for the sustainable development of the team, but it may take a certain amount of time and cost to run into communication at the moment.
The first thing to do in this process is observation. Observe how the team works, communicates, and communicates the way of thinking.
For problematic areas, it is important to pay attention to guidance, and it is important to correct it at the time of the incident. The specific form needs to be measured by yourself, of course, the good principle is that things are not right, but how to deal with it is also a science, and you need to make choices and judgments according to the actual situation of your team.
And for good behavior, do not forget to give public affirmation, which is very important for the positive guidance of the team, let everyone know what we are encouraging, but also let everyone know that in fact, every student we have to pay attention to, do not worry about obscurity. Of course, the way of affirmation is not as cautious as the way of correcting errors, but be careful not to be used badly, so that everyone feels that there is no gold content, or even it does not matter.