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Home arrow Management arrow Performance Management for Agile Organizations: Overthrowing The Eight Management Myths That Hold Businesses Back



During the on-boarding process, there is usually a strong emphasis on preparing the new employee for their new job. There’s less emphasis placed on preparing the employee for their non-job roles. This induction further entrenches the partiality in the selection process on performing job tasks before anything else. From the early stages in the induction process, the new employee can be forgiven for thinking that performing non-job roles is comparatively inconsequential. Not reinforcing the value of non-job roles in the induction practice is a missed opportunity. The newly recruited employee is at their most receptive; they can be shaped and molded to develop new productive habits—or at least—break old, unhelpful habits.

But alas, this starting phase of a new job isn’t fully utilized to discuss and agree upon expectations that are not job-related. Although a good leader will make the time to discuss their beliefs around non-job behaviors with their new employee, in the first few weeks, this practice is unfortunately the exception rather than the rule. Instead, the early interactions between the boss and new recruit are usually exclusively involved with on-the-job activities. This initial task-specific dialogue further strengthens the impression in the mind of the new employee that the non-job roles people play at work are less relevant.

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