How to start your new hires off on the right foot

By Dr. Steve M. Cohen

I’m often amazed at how many organizations start on the wrong foot with new employees. When you consider how much time you’re going to invest in this person over the years, it’s worth ensuring that you set the groundwork for success. And some of the most important steps begin even before the hiring.

Both sides expect professionalism

Even a normally knowledgeable organization like a law office may not always observe the best processes for hiring. Here’s a thought: Employers expect employees to be orderly, disciplined and professional. These are also the characteristics an employee is looking for in an employer. Although it’s understandable that deadlines and work demands can disrupt schedules and workflow, it’s important to communicate to candidates that your firm’s professionalism is more than just an image, is more than just an image. You do that by being prepared.

Four essential documents

During the hiring process, these are the documents you should have on hand for completion by or delivery to your new employee:

1. An Employment Application. This is the document all candidates should complete to provide you with the essential information you need for screening purposes. It is very important that employers require these applications to be filled out, rather than just working from resumes. Resumes come in every conceivable design, and an employer must ensure the information needed is available and in a suitable format.
2. Nondisclosure/Confidentiality Document. This document is used by the employer to obtain the new hire’s formal consent to hold the employer’s information confidential. Of course, this is crucial in a law firm, and may prove very valuable down the road if concerns are raised.
3. Sexual Harassment Prevention Statement. Use this document to obtain the new hire’s formal agreement that he/she will not engage in conduct that may be construed as sexual harassment. The employee must sign the statement acknowledging that he/she has read the policy, understands it and agrees to abide by it.
4. Hire Letter. Provide a formal letter acknowledging that the firm is hiring the candidate. It should contain the employee’s title, his/her starting wage, whom he/she reports to, the starting date, when the benefit package kicks in, what is contained in the benefit package, what the employee’s classification is (exempt or non-exempt), a statement that employment is “at will” and a welcome statement.

Set the tone the first day and monitor for several months

When the employee first reports to work, his or her first day should be fully planned so it is clear to the new hire that the employer is ready. The onboarding process and the orientation should be planned ad implemented smoothly.

In the first 30 to 60 days, your new hire is going to be determining what the firm’s values are and whether he or she can identify with those values. If the answer is yes, the next 30 to 60 days are spent figuring out who is honest and trustworthy and who is not. After that, the following 30 to 60 days are spent establishing coalitions and relationships with those deemed trustworthy, as well as figuring out how to avoid the others.

All of this is a bit of a distraction for the new employee, but it is what is happening. You need to be aware of this and be actively involved in the process. At regular intervals, arrange one-on-one meetings with your new employee to learn about any perceived discrepancies between what the new hire was told to expect about the company during the hiring process and what the new hire actually found once hired. This is extremely valuable information.

Be mindful of influences

It’s likely—even certain—that you have in your organization:

• a core cadre of employees who are dedicated to the firm’s mission and vision;
• a large group of apathetic employees; and
• a few employees who are overtly or covertly working against your goals.

You must determine which one of these groups is influencing your new hire. Without a conscious effort by management, it will be the negative group who spoil new hires into joining them. Don’t let that happen. Attitudes can be contagious, so wherever possible, try to pair the new member of your team with someone who supports and believes in the firm.