Turning Your Trial Period into a Conquest Phase
6 January 2015
Read by 2345 persons
Job applicants are often briefed extensively on the substance and form of their applications. However, once hired, they are often less aware of the challenges of their first steps in a company. In France, trial periods are not mandatory, but they have become widespread. At a time when the issue of flexible employment contracts is resurfacing strongly in political debates, several actors, including those on the left, are mentioning it as an adjustment variable that could well be extended.
You never get a second chance to make a good first impression
Companies are increasingly understanding the importance of this crucial in-between phase. The idea that a better-integrated newcomer is more productive is gaining ground. Recruitment firms and Human Resources departments are thus being called upon to prepare their "Onboarding." They raise awareness among employees, N+1s, and N+2s of the need for a qualified welcome. For newly recruited individuals, and within a career plan, the idea of taking advantage of their trial period remains vague.
Yet, this is a decisive period. Because it can signify the end of the collaboration by one or both parties, but not only. The processes, habits, and relationships defined during these few weeks or months will have an impact on what follows. As such, they must be carefully considered and planned.
The period of all possibilities?
A survey by ANDRH showed that 3 out of 4 senior recruitments were successful. In case of failure, and when this failure is primarily due to the company, the most frequently cited reason is the "lack of availability of management." It is noted that in more than 3/4 of cases, companies put in place a specific system. Sometimes called "integration," it's a time when the employee will have privileged access to their colleagues and managers. These will not only assist in their learning, but will also regularly inquire about their impressions and even provide detailed feedback on their work. It is imperative to capitalize on these moments, to take advantage of this monitoring to implement good practices and build good relationships. Not accepting all emergencies to be "appreciated" is a good example of boundaries to set quickly. At the same time, it's an opportunity to show that you possess expertise that you will willingly put at the company's disposal... Even if the follow-up becomes less regular afterwards, the habit of clear exchanges and listening will be established durably.
A second bonus related to integration: unrestricted access. The newcomer is present at all meetings, can request all existing documentation on a project, and can question all stakeholders! They are essentially an auditor of choice, and their curiosity is welcome! While proposing a reorganization or reallocation of resources 4 weeks after arrival is obviously an attitude to avoid, it's an opportunity to learn a lot. The newcomer is not subjected to short-term urgency, little influenced by the feelings of individuals and the company's history, therefore benefits from a panorama that offers avenues for future innovations.
Neither messiah nor friend
In this privileged position, they can also understand how each person works and the group's habits. Neglecting this sociological study is a mistake. Personality tests can now determine whether a candidate will fit into a particular company. But they do not specify the attitude to adopt. Employees are very familiar with each other? This is not an invitation to become overly familiar. Familiarity comes from years spent together, from projects experienced together... It's not because everyone uses informal language that you should use nicknames, that would be a sign of intrusion. Everyone wears casual clothes on Friday? It's a sign of good will to conform. This subtle balance must be maintained!
This is the big moment for soft skills, non-verbal communication... and this is logical since the employee is not yet implementing 100% of their skills and is the exogenous element. Ben Horowitz, the founder of the investment fund that supports many companies, gives advice on managing "Prophets of rage." Intelligent employees but difficult to control. For Horowitz, the manager should "give them feedback not on their behavior, but on what that behavior means." This advice should be a maxim that all employees apply during their trial period.
This is particularly true for younger generations, for whom the porosity between personal and professional life is greater. You have to ask yourself what the behaviors mean and how they impact. The success of this projection depends on the legitimacy of future decisions and the trust of the teams.
Julien André.
Huffingtonpost.fr
Published December 14, 2014.
Posted online January 6, 2015.
You never get a second chance to make a good first impression
Companies are increasingly understanding the importance of this crucial in-between phase. The idea that a better-integrated newcomer is more productive is gaining ground. Recruitment firms and Human Resources departments are thus being called upon to prepare their "Onboarding." They raise awareness among employees, N+1s, and N+2s of the need for a qualified welcome. For newly recruited individuals, and within a career plan, the idea of taking advantage of their trial period remains vague.
Yet, this is a decisive period. Because it can signify the end of the collaboration by one or both parties, but not only. The processes, habits, and relationships defined during these few weeks or months will have an impact on what follows. As such, they must be carefully considered and planned.
The period of all possibilities?
A survey by ANDRH showed that 3 out of 4 senior recruitments were successful. In case of failure, and when this failure is primarily due to the company, the most frequently cited reason is the "lack of availability of management." It is noted that in more than 3/4 of cases, companies put in place a specific system. Sometimes called "integration," it's a time when the employee will have privileged access to their colleagues and managers. These will not only assist in their learning, but will also regularly inquire about their impressions and even provide detailed feedback on their work. It is imperative to capitalize on these moments, to take advantage of this monitoring to implement good practices and build good relationships. Not accepting all emergencies to be "appreciated" is a good example of boundaries to set quickly. At the same time, it's an opportunity to show that you possess expertise that you will willingly put at the company's disposal... Even if the follow-up becomes less regular afterwards, the habit of clear exchanges and listening will be established durably.
A second bonus related to integration: unrestricted access. The newcomer is present at all meetings, can request all existing documentation on a project, and can question all stakeholders! They are essentially an auditor of choice, and their curiosity is welcome! While proposing a reorganization or reallocation of resources 4 weeks after arrival is obviously an attitude to avoid, it's an opportunity to learn a lot. The newcomer is not subjected to short-term urgency, little influenced by the feelings of individuals and the company's history, therefore benefits from a panorama that offers avenues for future innovations.
Neither messiah nor friend
In this privileged position, they can also understand how each person works and the group's habits. Neglecting this sociological study is a mistake. Personality tests can now determine whether a candidate will fit into a particular company. But they do not specify the attitude to adopt. Employees are very familiar with each other? This is not an invitation to become overly familiar. Familiarity comes from years spent together, from projects experienced together... It's not because everyone uses informal language that you should use nicknames, that would be a sign of intrusion. Everyone wears casual clothes on Friday? It's a sign of good will to conform. This subtle balance must be maintained!
This is the big moment for soft skills, non-verbal communication... and this is logical since the employee is not yet implementing 100% of their skills and is the exogenous element. Ben Horowitz, the founder of the investment fund that supports many companies, gives advice on managing "Prophets of rage." Intelligent employees but difficult to control. For Horowitz, the manager should "give them feedback not on their behavior, but on what that behavior means." This advice should be a maxim that all employees apply during their trial period.
This is particularly true for younger generations, for whom the porosity between personal and professional life is greater. You have to ask yourself what the behaviors mean and how they impact. The success of this projection depends on the legitimacy of future decisions and the trust of the teams.
Julien André.
Huffingtonpost.fr
Published December 14, 2014.
Posted online January 6, 2015.
