| Upon hiring new employees, as a sales manager, | | | | Being Open Regarding the Financial Health of the |
| marketing manager or business owner, it is imperative | | | | Company |
| that you pick the right people. However, once you | | | | Our recruiting firm gets calls from companies that |
| proceed with the right person(s), you must lay down | | | | claim that they are doing 20m a year when they are |
| a training program that will be conducive to the | | | | clearly not doing a fraction of the aforementioned |
| individual's success. | | | | amount. For a new employee, upon realization of the |
| Here are some tips that will help make your new | | | | company not making what was initially claimed (and |
| team member into a productive part of the group | | | | they will find out), trust is lost and they begin to |
| and, subsequently will be happy and make both the | | | | question your integrity. |
| organization and themselves a good amount of | | | | Upon hiring, be open, to a certain extent, regarding |
| money. | | | | the current finances of the company and, |
| Making the New Employee Feel Comfortable | | | | subsequent fiscal goals. This will give your new team |
| For any new employee at nearly every level | | | | member something more tangible to reach for. Also, |
| (although there is a direct relationship between initial | | | | it will answer the new prospect's questions as to |
| comfort and professional experience), integrating | | | | why he or she is receiving a particular offer. |
| themselves within a team of employees can take | | | | If you attempt to keep everyone in the dark about |
| some time. Before he or she can be in full swing, the | | | | the fiscal health (or lack thereof) of the corp., upon |
| new employee has to gain trust and establish basic | | | | landing a deal, the employee will have no idea |
| friendship with the team. | | | | whether the account landed is helpful to the |
| Depending on the person, this timeframe can vary. | | | | organization or is just a drop in the bucket. If it is the |
| Conversely, you should look to hire personalities who | | | | former, they should have reason to feel good about |
| can easily adapt to changing environments and | | | | themselves. This is the type of atmosphere that you |
| people. | | | | ought to strive to cultivate. |
| Allowing the New Employee to Learn at His or Her | | | | Allowing the Employee to Wear Multiple Hats |
| Own Pace | | | | If you allow your new hire to learn all relevant |
| If you hire smart, driven and competent employees, | | | | aspects of the business, he or she will be more |
| they will learn. As a manager, one of the worst | | | | engaged in their everyday duties and, upon someone |
| things you can do is pressure the employee to move | | | | being sick or on vacation, they can easily fill their |
| at a faster pace. Yes, there is a breaking point, but | | | | shoes. This is also important as you want all of your |
| don't get to it unless absolutely necessary. Be | | | | employees to be able to interact with clients as this |
| confident in your hire and their ability to learn. | | | | shows your potential business that your entire |
| Everyone learns at their own pace and in their own | | | | organization is available to handle their account. |
| way. Simply because you learn job related | | | | As a team leader, it is your job to consistently |
| competencies via one route, it does not mean it is | | | | challenge your team both professionally and |
| the best method for all. | | | | intellectually. Failure to do so can leave you open to |
| Setting Realistic Goals | | | | costly turnovers. Boring jobs, are well, boring. |
| You never want to tell your new team member that | | | | Making a Performance Based Package That Lends |
| they are going to make x amount of dollars their first | | | | Itself to Both Parties Making Money |
| year when they are only going to make 60% of that | | | | When building a team, you always want to give |
| number. This shows bad leadership and will leave the | | | | incentives for hard work and corporate contribution. |
| employee considering whether you are a good leader | | | | There is nothing less motivating than going to work |
| or not. If you continually do this, you will gain a poor | | | | everyday only to do the same task(s) and make the |
| reputation among your subordinates and the business | | | | same amount of money. |
| will fail to run on all cylinders. | | | | |