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Hi OP. PL here. I do 30 minute one on one check ins with each of my team members each afternoon. Onus is on the team member to prepare what they want to talk about / need help with for each meeting (to take some meeting prep off my plate). It’s their time, they can use however. Typically with a new joiner I do their meetings last because they last 45 minutes many days. They are also free to cancel any days meeting if they don’t need it. This is my structural way of ensuring that I spend time in the virtual environment with my team members.
So, seconding comments above that getting these touch points are critical. Your PL has a lot on his or her plate, and they don’t always know you’re struggling or that their feedback is unclear. If you don’t tell them you need FaceTime, they’ll never know. I highly suggest you set up touchpoints like this with your manager to force more of these conversations and give them an opportunity to offer that mentorship and time you so crave. My ask of you as a fairness to your PL is that you use it wisely. Be very targeted in how you spend the time and make sure it accelerates your progress - then they’ll be happy to make the time for you.
I find it interesting that you responded to my second point, and not the first. Yes, I too am happy that institutionally we’ve tried to help managers. I’ll tell you from experience it’s not enough.
What I suggested, along with others on the thread, is a very specific action item that you can do to ease this burden for yourself, and it might even benefit the PL because your work quality will improve. Have you tried this? Are you willing to ask? I 100% agree it’s a two way street, but unless you create ways for this mentorship to happen, it sounds like your current pl won’t provide it. So, have you asked for the time?
Feel free to DM me. Happy to chat “live” if it would be helpful and get more into the specifics of your situation. Don’t say none of the managers care 😊
I also interned in 2019 and onboarded in the fall like you. I understand where you’re coming from 100%. I made it a point to reach out to as many managers, directors, etc. I think my firm also made it a point to make us new joiners feel welcome. Its still very hard to get as much work done when there’s so much ambiguity. But I also raised my hand a few times on my project and just said that I need these things explained. I looked like an idiot tbh but idc.
If you have some sort of career advisor or someone you trust that you interviewed with, ask them to connect you with some people at a similar level. You can also ask to get connected with others in your area that onboarded 2-3 months before you to see how they are acclimating/what has worked for them. It definitely takes more effort for new hires at all levels right now, but take the initiative. Also, ask questions and let people know when you need clarification; you are your own best advocate and better to ask now than come to review time and have people say you didn’t take initiative etc...
Chief
As someone managing a bunch of new hires, we’re struggling too. A lot of these things would have happened organically through office all-hands, happy hours, team dinners, stepping aside for coffee breaks, etc. You n my case at least, I’m having to figure out replacements largely on my own, without any specific funding available or resources to coach me in an entirely new way of managing.
I was in a similar situation last year. I scheduled short but frequent touch points with my manager and my counselor, even if only 15 minutes.
Yes absolutely I’m in the same boat
Following
Feel lucky that you were able to start in the office. You were able to build relationships with your team before going remote. The new hires being onboarded during the pandemic have no clue who to reach out too.
I try to reach out to our new hires on our team when they join and point them to people they should get to know. I have a hour meeting once a month with my CA to catch up and make sure I’m on track.