You're in charge of a team of new hires. What's the best way to help them grow?

Recognize that being new to any company or role is tough, even for the most experienced. Give them time to understand the company, role, team structure and allow them lots of opportunities to ask questions - create a psychologically safe environment for them. Also, structure their first day/week/month as much as you can, including shadowing calls, intro meetings with peers/clients etc. Some new hires will be autonomous after 3-4 weeks, some will need longer and this is not always a reflection on capability - consider how work styles and personalities come into play - i.e. introverts tend to 'think before they speak', so may need more time to process things.

Communication is key along with listening to the interests, career aspirations with the new hires. The journey in a new role, organization can undoubtedly be a daunting experience and the onboarding provides the crucial opportunity to build alignment, connect with stakeholders that would be critical in various technical and support groups for a seamless experience as they navigate the first 90 days. The power of appreciation goes a long way and the set up of a buddy/mentor in the organization adds familiarity and ease of settling in.

Leading a team of new hires presents a unique opportunity to foster their growth and development. Here are some strategies to help them grow effectively: • On boarding and Orientation • Clear Expectations • Regular Feedback • Training and Development Opportunities • Goal Setting • Encourage Curiosity • Promote Collaboration • Recognition and Rewards • Professional Development Plans • Encourage Networking • Challenging Assignments • Leadership Opportunities • Flexibility and Adaptability • Promote a Growth Mindset • Regular Check-Ins

Setting clear expectations is the best way for them to understand what is their contribution in terms of the goals of the organisation. Presenting and showing the overall target and showing them what they need to contribute will also encourage them to have a hunger to learn fast and contribute to the overall goal. I also believe in allowing them to contribute based on their unique skills and talents also goes a long way.

The best way to help new hires grow is through clear communication, ongoing feedback, mentorship programs, opportunities for skill development and training, and creating a supportive and inclusive work environment. Remembering that everyone adapts and learns on their own time and in their own way. Having patience and an open mind is also crucial to supporting a successful transition for that person 🙌🏻

To guide new hires effectively, it's crucial not to assume they'll automatically seek help. Approach them with respect and understanding, recognizing their likely stress and eagerness to contribute. Regular feedback should be part of this nurturing process, tailored to their openness to learning. Promote a culture of inquiry and collaboration, encouraging them to ask questions and connect with peers. Stress the importance of documentation to improve efficiency over time. By focusing on these aspects, you create an environment where new hires feel valued and equipped to grow.

Offer constructive feedback: Provide regular feedback to new hires on their performance, highlighting areas of strength and opportunities for improvement. Offer specific, actionable feedback that helps them understand how they can grow and develop in their roles.

Acompanhe constantemente, mas é acompanhar e não microgerenciar. As conversas de alinhamento são fundamentais para garantir que os desafios estão claros e que o caminho está no rumo certo.

Feedback is a cornerstone for learning and growth. Leaders must offer constructive, timely feedback to new hires, utilizing various tools like one-on-one meetings, peer reviews, surveys, and self-assessments. Encourage them to seek and act on feedback, fostering a culture of continuous improvement. Promote an open exchange by inviting their feedback and maintaining a balance between positive and constructive criticism. Emphasize solution-oriented discussions, turning challenges into opportunities for development and improvement.

Feedback as Nourishment: In the hustle of a fast-paced environment, it's easy for newcomers to feel lost. Establishing a weekly tradition of feedback sessions became the compass guiding my team. One memorable instance was recognizing a junior member's innovative approach during a project. This acknowledgement not only boosted their morale but also set a precedent for a culture of appreciation.

Mentorship: A Journey Together: Mentorship is akin to taking a stroll together in the professional landscape. Initiating a mentorship program allowed seasoned team members to share their experiences and wisdom. Witnessing a junior associate find solace in the guidance of a mentor was akin to watching a plant unfurl its leaves towards the sunlight – a beautiful process of growth.

Coaching and mentoring are potent tools for nurturing the growth of new hires. In a coaching role, provide guidance, support, and facilitate problem-solving, allowing them to discover solutions independently. As a mentor, share experience, knowledge, and open doors to networks and opportunities, inspiring goal pursuit. Facilitate connections with other coaches or mentors, fostering a comprehensive support system tailored to their specific needs and preferences, whether within or outside the organization.

Offer mentorship and coaching: Assign each new hire a mentor or coach who can provide guidance, support, and feedback as they navigate their roles and responsibilities. Encourage regular check-ins and provide opportunities for one-on-one coaching sessions.

Mentoring and coaching are effective strategies for enhancing the abilities, self-assurance, and output of your recent hires. As a coach, you can help people work through difficult circumstances, provide guidance and support, and let them come up with their own solutions. As a mentor, you can impart your wisdom and experience, connect them with pertinent people and opportunities, and motivate them to strive toward their objectives. In accordance with their requirements and preferences, you can also put them in touch with additional mentors and coaches either inside or outside your company.

Learning is ingrained in our DNA, both professionally and personally. Aim to cultivate a vibrant learning culture that empowers ourselves and our team members to excel and innovate, contributing significantly to our success and the communities we serve. Prioritize continuous learning and nurturing traits like curiosity, creativity, and collaboration from day one. To support comprehensive individual development, provide a diverse range of resources, including courses, books, seminars, TED talks, podcasts, and webinars. Prioritize open feedback mechanisms and regular check-ins to ensure individual progress aligns seamlessly with our organizational objectives.

No conozco mejor manera de construir Equipos de Alto Rendimiento, que no sea con formación constante sobre su rol, consecuencias del mismo y empoderamiento de habilidades no desarrolladas y mejoramiento de las existentes.

Many times new hires (especially freshers/campus recruits) have a perception that they are done with their studies and learning and are eager to explore work opportunities in their role! But to set the expectation right, embed the thought that continuous learning is critical for succeeding in any role. Start small with a learning hour every week and have collaborative sessions where they can exchange knowledge with other team members - this fosters group learning as well! Celebrate small successes like training/course completion that would encourage them to do more! Your new hires are like a fresh clay! They can be moulded to the desired shape if moulded wisely!

Foster a culture of learning: Create an environment where continuous learning and development are valued and encouraged. Provide access to training programs, workshops, and resources that support skill development and career advancement.

Cultivating a learning culture is crucial for ongoing development. As a leader, nurture curiosity, creativity, and collaboration among new hires. Encourage exploration of ideas, experimentation, and learning from mistakes. Facilitate access to diverse learning resources like courses, books, and podcasts. Foster a culture of sharing, enabling new hires to exchange insights and feedback, promoting continuous learning not only within their team but also across the organization.

Empowering Independence, Not Just Autonomy: Empowering new hires to take charge is akin to watching fledglings leave the nest. Delegating tasks and providing autonomy was the norm, but the real magic happened when a junior associate led a project independently. The sense of accomplishment radiating from them was a testament to their growth and newfound confidence.

Que los colaboradores tengamos y tengan roles claros de como su participación mejora el rendimiento de toda la estructura moviliza y motiva al empoderamiento de su m2 y eso expande, contagia

People learn more by doing more! When you empower people it automatically pushes them to do more of what they are good at! And when you delegate ensure the space is given for them to use their ideas/creativity and expertise - micromanagement after delegation is a killer! Everyone has their own style and we should nurture it to see them evolve - rather than forcing our style in theirs!

Empowering and delegating responsibilities to new hires is a powerful strategy for fostering growth. Granting autonomy, authority, and accountability within defined parameters allows them to manage tasks independently. Delegation involves aligning responsibilities with their capabilities, interests, and aspirations, encouraging skill development and stretching their potential. This approach not only enhances motivation, confidence, and performance but also cultivates a sense of ownership and commitment among new hires.

Empowering means providing opportunity for new learnings. Obviously, you are the leader who should supervise and encourage the team but empowering should be with freedom and liberty to take the decision.

Todo Nuevo Equipo de Trabajo requiere de ámbitos sanos y con reciprocidad de acciones mancomunadas. Lideres que acompañan y no dan órdenes. Líderes que muestran con el ejemplo y dan feedback. Construir con un liderazgo humilde pero exigente,

Absolutely, fostering a positive work environment involves recognizing employees as individuals with lives beyond work. Leaders should prioritize empathy, respect, and appreciation, helping employees manage stress, balance priorities, and navigate change. Cultivate an inclusive team culture, ensuring that new hires feel valued, supported, and engaged—contributing not only to their professional growth but also to their overall well-being and happiness.

HR having best practices for new joiners but its effectiveness always been a challenges . I would follow the below Strategy help new joiners to get established and grow, more focus on establishment and New Joiners Attrition are always high . 1.Buddy System is very effective , if Buddy connect every week and make him settled . 2.Culture Fitment - Policy , Process , way of working to be inculcate to him. 3.Make him engaged with the Organisation . 4.Monthly New Joiner feedback Session to be organized. 5.Set the Expectations through PMS and for 6 month support to be provided to new joiners to get him established. Rest Career Roadmap also shown to them and clear communicate that based on Performance and Potential,they can grow in Organization.

New hires are full of enthusiasm and passion, we should tap into that before they become jaded. Having them assimilate in the org culture, introducing them to teams , giving them a safe space to speak up , bringing them up to speed on their KPIs and incorporating some of their fresh ideas are a few things which will help.

Do not underestimate the value of a planned and knowledge filled orientation. Too often organizations put on a ‘show’ with non relevant information that’s more suited for external branding and fail to acclimate new hires to the inter connectedness of the internal operations and how the new hires’ roles are integral to those internal links. Often, the orientation is one of three things: doesn’t exist at all and the new employee is placed immediately in the team or role, or the orientation is a 30-45 minute slide show (more branding from a marketing perspective rather than connecting to the reason they are hired) and finally, the orientation occurs 1 to 3 months later after the hire! A 90 day plan is a best introduction and good start.

- Make sure they have attended standard corporate induction - Then they should attend account/portfolio orientation seesion - Manager then should talk to them 1:1 and connect them in person if possible. Discuss what they know, training needs, discuss if they want any help in accommodating any medical issues etc. - Last but not least after couple of weeks knowledge transition put them in real project with experienced guy as buddy/mentor reviewing work daily.

Ensure you are not mixing your systems. Different systems require different behaviors. Learning and development requires vulnerability and empathy, promotion requires competition and high-performance behaviors, combining these systems is a common mistake that is made, forcing people to make a choice