As a hiring manager or leader, there are two reasons you might need to review this post and linked resource:
1.) You don’t hire new employees often, so you have no system and can’t easily remember all the steps that need to take place each time.
2.) You’re hiring a lot of new employees, so you need a system and documentation to keep the onboarding steps consistent.
The goal is to make sure everyone is doing their part to welcome and prepare for new employees. Being prepared on day one and having an orientation in place says a lot to them about your church or organization.
On and Off-Boarding templates
Here you can view our On-boarding and Orientation Task Sheet we place on our church’s Intranet. We’ve determined which key departments and persons need to receive the first e-mail, alerting the staff of a new employee’s anticipated arrival. Then, those people review it to see what they’re responsible for making happen.
Ultimately, the responsibility for ensuring completion of tasks falls to the hiring manager or Human Resources department (if that applies).
I’ve also included our Employee Off-boarding Task Sheet. It’s self-explanatory, but also integral.
Your group may need to contextualize our documents for your specific usage, but you need to be using something. The attached on and off-boarding documents and its goals will help communicate to a new employee their value to you.
We don’t need more problem solvers. What we do need are more problem avoiders.
As a leader, what if you were effective enough to solve problems before they even presented themselves?
Like many leaders, in an interview for my current position, I remarked that I was a “problem solver.” I thought this was a good skill. However, I’ve come to find out that my supervisor (Jim Baker @sacredstructure) believes that problem avoiders are more valuable than problem solvers. And I’ve come to that same belief.
Problem-avoidance begins with asking the what, where, when, why, who, and how questions (5 W’s) in advance of initiatives.
Doing the five things below, in a systematic, strategic, and preventive way, will lead to problem-avoidance:
- Get perspective from others.
- Consider possible problems in the planning stage.
- Consider the pitfall possibilities in the initiative’s implementation.
- Ask the “5 W” interrogative questions at each stage of initiative roll-out.
- Always evaluate (post-mortem autopsy) your work and ministries.
Regularly engaging these five simple exercises will lessen the amount of time you spend problem-solving and improve your leadership skills in problem-avoidance.
“I was talking to Nancy the other day, and she was bragging about how well you’ve been ministering to the Smith family through their crisis. Well done!”
Third-party encouragement can be the best kind of encouragement.
Typically, triangulation has a negative connotation. But when you can triangulate someone in encouragement, you can actually multiply the compliment.
As a leader, this requires you to listen for those times when people are bragging on others. This can happen by waiting on coffee in the break room, skimming social media updates, or asking your direct supervisors who’s doing exceptional work.
Then, it takes some personal initiative. Make a point to send those people notes, or stop by their offices and compliment them. Telling them you’ve heard others complimenting their work is a central part of the third-party encouragement only you can provide.
To the recipients, it communicates that their bosses (or others) are proud enough of their work to discuss it openly, and that the “big boss” thought it was important enough to repeat back to them.
Multiply the blessing.
Praise with collateral impact.
Third-party encouragement will make your employees’ or volunteers’ day, and maybe even their week.
Long live encouragement-triangulation.