Wie bringen Sie die Ziele neuer Mitarbeiter mit Ihren Team- und Unternehmenszielen in Einklang?

Sometimes we can add an L to the end of SMART to give the opportunity for Learning as well. It’s also paramount that we keep these simple and easy to understand. It the goals are complex how could we ever expect a team member to remember them. Write the goals down in a shared location!

I love the "AIM" SMART model for creating goals that flex with the ebb and flow of onboarding. When defining a goal, consider the contributing factors that could get in the way & define a flexible range for the individual steps of the SMART goal. A - Acceptable I - Ideal M - Middle Defining the acceptable minimum, ideal completion, and realistic middle helps take the goal from and idea to a practice.

Reviewing the goals during stay interviews and manager 1:1s are a great cadence to review these goals. It’s fine to change or tweak or pivot the goals over time - when both parties agree (sometimes work will direct a change too).

It's best to plan checkpoints in your onboarding journey. That way, new hires & managers know what progress and proficiency level is to be expected at each week or month in the journey. - In Week 1, it might be: HR paperwork, product training, systems & tools training, meeting teammates. - In Month 1, it might be: sales training, meet & greet with leaders, shadowing activities, product certifications, buddy/mentor program. - In 90 Days, it might be: starting to meet quota/KPIs, picking an area of specialty, manager sign-off of training and criteria met. Build these expectations into the plan. There should be clear criteria for what moves someone from one phase of onboarding to the next.

In my experience it is essential for an employee to have a great On-Boarding experience and partner with Buddies. Defined benchmarks should be defined in the first 90 days. A new hire deserves training, but also needs to partner with leaders to assimilate into the culture. Partner the New Hire with a Buddy who can partner with them, and encourage them. Trust can be built in the first 90 days that can last a career. Manage the strengths, define the opportunities and take away all barriers. Delegate, and watch the new employee try, fail, try again, and thrive. Be open-minded as to how the New Hire can fill in the gaps of the rest of the team. Focus on the positive energy brought in with a new employee with dreams. Never crush their dreams.