Properly Evaluating a New Recruit

The trial period is short to objectively judge the talents of the new employee

It is the internship period for many of our young people and it is above all a pre-hiring period that is offered to them. The HR manager is required to make the right choice and ensure that the right people are kept who can add value to the company. And for good reason, a casting error will cost the company dearly.

The trial period becomes a crucial step for both parties, candidate and employer. Therefore, upstream work is necessary for the manager in order to create good working conditions for the new recruit. In addition, it is necessary to allow a period of adaptation for the latter to give their best and to assert themselves through their know-how and their interpersonal skills. "It goes without saying that they must master the basics of the position for which they were hired, on the principle that a job description was given to them during the negotiations relating to their hiring," specifies Ali Serhani, Associate HR Consultant, Gesper Services firm.

To ensure a good evaluation, managers often extend the trial or pre-hiring internship period. Thus, to better understand technical and other skills, this can only be done after a year of work if it is a new recruit without professional experience, and between 3 and 6 months if it is an experienced person. During this period, the recruited person sets their bearings and begins to work comfortably in an environment hitherto unknown to them.

Furthermore, a periodic interview ensures monitoring during the integration period of the new recruit. The objective of these meetings is to identify or confirm high-potential elements, and to highlight any risks that certain elements might encounter as they approach their "production" professional situation," underlines a professional.

For their part, candidates must redouble their efforts, both professionally and relationally, as they must integrate into their environment. And for good reason, this period is decisive for the start of their career. In other words, these young hopefuls must be aware that the trial period is often decisive for the future. "In the business world, labels are quickly attached and very difficult to change. It is then a question of getting off to the best start and at the right initial speed while there are no preconceived ideas or particular animosity towards the young newcomer. It is also necessary to refrain from taking part, from the outset, in internal company struggles and clan games that are never lacking," advises a consultant. One thing is certain, employers and candidates must both invest to achieve a good result. Mobilization and preparation work are essential for the HR manager. For candidates, seriousness and double involvement are necessary.

How to evaluate a new recruit?

The evaluation of a new recruit will largely depend on the type of recruitment they underwent, the level of their profile, the context of their recruitment and the company culture.

This is to emphasize that evaluation is a delicate yet strategic act because it will make it possible to validate the choice of definitively integrating a new employee or parting ways. It is an essential step that will condition the future of the new employee in the company.

The trial period is a short period to discover the potential and objectively judge the talents of the new employee; this is why it must be meticulously prepared by both parties in order to make the most rational choice.

It must consist of two essential phases: the learning phase and the operational job-taking phase. The new employee can be considered as a "graft", they will require special care to facilitate their integration and acclimatization to their new environment: the welcome of the first days, the designation of a mentor, the provision of a welcome booklet to learn about company life and above all a good initial interview with the hierarchical superior to clearly define the scope of the position and its responsibilities.

Because in many cases the specifics of the position were not clearly defined during recruitment or it is the candidate who did not ask enough questions. While accompanying the new employee in discovering the company and its operating rules, it is necessary to give them clear objectives and steps to follow for their trial period. In many cases, recruitment failure is linked to this poorly managed integration phase where the newcomer's motivation drops because they feel abandoned and useless. The essential points to be evaluated during this period will focus on the ability to integrate into the team, adaptation to work methods and company culture, and depending on the requirements of the position to be filled, the specific qualities required. In the same way, it is necessary to evaluate the professional qualities of the new employee through a real and progressive work situation.

How to ensure good monitoring of their work?

By regularly reviewing the progress of their trial period. The seduction phase of recruitment is over, it is necessary to build lasting relationships around values based on honesty and mutual respect, thus developing mutual trust. Concretely, this feeling will lead the new employee to fully invest in learning their new job without avoiding revealing their shortcomings for fear of being spotted because they know they will be supported. On the other hand, it is necessary to avoid the mistake of being overly diplomatic or putting obstacles in the way of the newcomer to test their behavior, which risks biasing the judgment because it would not reflect a normal situation. The situations to which the newcomer will be subjected, giving them the opportunity to show their potential, must automatically be evaluated to help them progress.

Weekly meetings will be scheduled to review successes, difficulties encountered, reasons for any failures and solutions proposed by the recruit to resolve them. They will also be asked what they think of the position and how it could be improved through frank and open dialogue. The degree of involvement of management and human resources departments in monitoring the trial period is a key factor in the success of the new employee's integration.

When should the right decision be made, in particular to keep or let the candidate go?

It is difficult to answer this question categorically, as situations are multiple. Is it a beginner or a senior? an executive or a manager position? It all depends on the profession, the position and the person. What is certain is that the decision made must be well-founded and convincing for both parties. As soon as the elements justifying the decision are gathered, it is necessary to act quickly, either to confirm a recruitment or to end the collaboration. In both cases, there is a reduction in the risks associated with the recruitment in question.

We have had examples where high-potential candidates left their employer before the end of the trial period because they did not see any commitment to their confirmation, or simply new recruits who saw their trial period extended without any improvements being noted in the quality of their profile, leading to a breach of contract.

What advice do you give to HR managers?

First of all, to ensure that effective recruitment processes are in place in order to achieve good recruitment by taking into account all the necessary elements to identify the most suitable profiles. To put in place well-designed integration plans to increase the chances of recruitment success because it is a decisive phase in the start of the new employee's career. This aspect is unfortunately often not taken into consideration in our companies where the new recruit is often left to their own devices and is often poorly prepared to fend for themselves. To closely monitor this integration by involving stakeholders: management, the newcomer and any other person involved in the integration process.

What advice do you give to new recruits?

Act with great intelligence, mobilize all your resources to succeed in this very stressful phase. Because it should not be forgotten that the new employee is observed not only by their management but also by all their colleagues. They are also observed in terms of behavior and relationships. They must also ensure that they develop a good image of themselves because it will follow them throughout their career; it is difficult to change a negative image.

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