When someone new joins up with your team and immerses themselves into the ranks of a company, it can be a bit of a source of debate over just how much trust you really lay at their feet and in terms of the skill cap or importance of tasks put before them. Below are four great perspectives from leading experts over just how much trust you should really be giving to your new team members.
We give a ton of trust to new team members. We're able to do it two ways. First, we have build a system of plays (SOPs) within our org that outline the steps to particular tasks. Having built out a pretty involved system, we also recognize that there is a level of finesse in how people build those plays. We are very comfortable with handing people the tasks, which allows them to know the basic expectations of the company on those items, but at the same time, allows them to go above and beyond.
Contributor: Ryan O'Neil, Founder at Curate.co
When a new hire starts, a good rule of thumb is to set a 3 month probationary period when his/her manager observes and see if the skills and knowledge mentioned on both the new hire's resume and interviews are translating during daily work-environment. Here at Promocodes.com, we start with assigning small tasks in different formats such as a task to observe the new member's organizational skills, another task can be open-ended to see how far the team member can take it, another task is assigned to see how the new member is collaborating with other team members etc.
After all these various tasks are assigned, the supervisor creates a better road map of that individuals' skill set and understands what areas he/she can take the tasks to a great level and what areas of the duties can be given in a limited format. As the team member starts performing and meeting metrics, we start adding a new layer of goals in order to grow that team member while creating an open learning environment.
Contributor: Aydin Karadeniz from promo codes
Short answer: none. They have to prove themselves first.
Why? I had 10 restaurants as owner/chef over 25 years and made dozens of mistakes hiring hundreds of people. Now, as a consultant, I have clients who talk too much, listen too little in the interview, and get excited about new staff they don’t know.
Contributor: Christine Matheson Green from off the hot plate
The freedom you give a new team member depends on the complexity of the job and your comfort level that she/he can do the job the way you want it to be done.
Entrusting and empowering a new employee is not unlike entrusting and empowering your child to make a decision on their own. You will make sure that the person understands the expectations, has the necessary skills, and is clear on the boundaries of their authority. Even then, there are leaders who trust people until they prove them wrong and those who don't give trust until it is earned. It is important to know and communicate how you operate so that the new team member's expectations match yours.
Contributor: Randy Pennington from penningtongroup
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