New employees should quickly find their way around their job. To do this, they must be well integrated into existing processes and structures. However, it is often neglected to pass on knowledge and experience in a complete and systematic manner. In addition, there is less and less time to train new colleagues. Usually the wrong (or hardly any) questions are asked because of the lack of knowledge. Important information does not arrive at all. Even the unsystematic supply of information does not help.
When the tasks change
The situation is similar for experienced colleagues who are affected by organizational changes. Here, too, the feeling of „suddenly new in one’s own department“ arises. For successful change processes, systematic knowledge transfer and active integration into the new environment are therefore central, even for the „old hands“.
Who clarifies the most important questions?
New employees on their first days in the company and long-term employees after major restructuring must do a lot of adaptation work:
- What is the (new) corporate culture like? (To what extent will it change?)
- What (new) goals does the company pursue?
- What (new) goals does the department in which I am (now) employed pursue?
- What (new) personal goals have been agreed with the supervisor?
- How can I adequately represent the company? (Corporate Identity)
- Who can I (now) address for which topics?
- Which (new) systems do I have to use for which tasks?
- Which (current) guidelines do I have to adhere to, whereby I can decide freely?
- Which unwritten laws exist (still apply)?
Uncertainty is counterproductive
These are a lot of questions to which employees quickly need the right answer in order to be able to act safely, feel comfortable and deliver their performance. If the scope of action remains unclear, people usually react in two directions. One direction is retreat: Better less than doing something wrong. Others act exactly the other way around: If nobody breaks me, then I already do everything right. Both variants are rarely in the interest of the company or the management.
Formulating and communicating guidelines
As a rule, department heads have clear ideas about how employees should act, and which framework conditions should be observed. In addition, every company has numerous unwritten laws. However, this implicit knowledge is rarely actively communicated. The personal objectives are discussed in individual discussions. What is missing are the larger guard rails and guidelines, which employees also need for orientation. They set the direction, clarify the objectives as well as the framework and scope of the field of action.
Does the knowledge arrive?
The more specific the requirements, the more difficult it is for people to put themselves in the shoes of new employees or colleagues who are to learn about an innovation and suddenly do everything differently.
In many customer projects, the amc Group has already contributed to formulating these important guidelines. The external view helps to recognize which topics are so self-evident that they are never mentioned. The written formulation is often associated with an „ah-ha“ effect, as even long-standing employees must agree on a goal.
Formulating goals together
One formulation of a goal in a quiet chamber, to which everyone should later adhere, is old school. Modern, agile teams want to perceive their responsibilities and help shape their working environment. In consequence of the current labor market, companies must position themselves attractively and modernize their organizational structures. Young employees demand a lot of communication.
The amc Group’s 360° Check considers not only managers but also employees and stakeholders and their views on the current situation. The integrated approach helps to uncover communication gaps.
Where do the employees stand? What input do you need?
Our change projects are closely accompanied by a communication concept that must be supported by everyone. Within the framework of workshops, we involve the employees again and again in the course of the project so that they actively experience and shape the change process. If a team is to follow new goals, adhere to new guidelines, work in new structures and processes and with new tools, it is important to pick up employees where they stand. This works very well with training plans that enable successive employee development and at the same time adhere to the project goals. The basis for all this is an open communication and error culture. Then new and old employees are ready to leave their comfort zone and meet the requirements.