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1. I will schedule 3 intros/interviews with specific people I expect thry will work with regularly.
2. I give them a list of 12 other people and recommend they schedule 6 more getting-to-know-you sessions over the first three weeks (with notes on why each person may be interesting).
3. Over the first few weeks, I show them where the cases and client work are. I show them 3 or 4 complete projects, with all the messy notes, and I show them a portion of a recording of a client call used to generate some of the notes. 4. In general, at the end of the first week, I give them a small portion of what I am doing next and get them to either structure it OR, if I've provided them a good example to follow - start it. I think of this kind of work as a fail-forward approach: this is work i have to do anyway, I see the structure of their thoughts, I can see where they ask or fail to ask questions, and most importantly, I can see how well they work with the ambiguity of a typical task.
5. We regroup, review, accentuate the things they did well, course correct where they go rogue or bring in an incomplete assumption, and otherwise correct it so that it becomes internally usable or client-ready in a week or two. I think it is important to see your work received by a client, or at least a portion of it, very early on so you have something to claim ownership of.
6. By this point, we're also starting to identify training and certification paths, or BD work and research.
7. Client-facing is something I do pretty early - not presenting, but likely taking notes, which I'll present at first, but later, I'll start having them read out action items for alignment.
8. The goal is always to introduce new members of my team to the client working teams (probably not leadership), so everyone gets comfortable. I think elevating your whole team - even new people - is important.
Rising Star
The most important thing to know is how that person learns: visual, auditory, reading/writing, or kinesthetic ( learn by doing)
But, I always like to give docs to refer to later
If I go in for a consult and they're having troubles hiring. You first survey the workers>managers>Ownership. You find the persona inside of the environment first then you set the plan around them.
Fit to standard workforce is impossible. Every environment has humans in it and humans very alot. If your environment isn't in check first. Your retention and hiring will suffer.
You need a good hiring manager that does the vast majority of your onboarding as well as attached to your HR. Too many human variables can lead to perception of an environment being toxic these days. No help to social media and conversational marketing in hiring apps. Automated onboarding is surveying super low in sentiment. Keep that in mind. Humans are still needed here.
A single long term "trusted worker" having a bad day can ruin the perception of a new hire with pissing and moaning about QoL. They leave and bomb your company because of it. Control the environment and build a want to learn. Ax anyone getting in the way of the process once it gets rolling. Flat teams come from no ego.