Editorial
Off to a good start
On my first day on the job as editor of Employment Today, I was whisked off to Wellington, home to our New Zealand head office, to take part in a two-day in-house conference. Initially, I wasn’t too perturbed by this—it would give me the chance to find out more about the rest of the company before settling in to work in our small Auckland office.
I met the rest of the Auckland contingent for the first time at the airport, and by the time we arrived at the conference venue in Wellington, the 60-odd editors and production staff from head office had snaffled all the prime spots, leaving a couple of tables at the very front of the room for us. There was to be no sneaking in down the back, but hey, that wasn’t a problem.
Then came morning tea, after which we were allocated new tables with a whole new group of people to meet. Again, that was fine—until someone read out the names of those who had been chosen to report back for their table at the end of the day.
My stomach did one of those peculiar double back-flips that stomachs tend to do when your name is called and you’re not expecting it. My first thought was ‘What am I going to say?’ followed closely by ‘How can I get out of this?’ Then came the little voice saying ‘That’s not a good way to start out on your first day!’
Needless to say, I spent the rest of the day in a state of high anxiety. When the time came, of course, I did my bit and I think it came out okay. Certainly the sense of relief afterwards was huge, but I really wouldn’t recommend this in-at-the-deep-end approach to ensuring a new hire’s first day at work is memorable.
As Rory Walker says in his article on ‘onboarding’ on page 24, starting a new job is one of life’s top stressors. Many new employees don’t get off to a good start because their employer hasn’t thought about how to manage their transition into becoming a fully performing employee, he says.
An effective onboarding programme is an investment in employee retention, morale and productivity. Get it wrong and your new hires will be quick to draw conclusions about your organisation. Throwing them into the fray without appropriate support and coaching will not only have an impact on their productivity and engagement, it will also convey a damaging message about their new workplace.
It’s only to be expected that newcomers will be a little wobbly on their wheels at first but, with the right support in place, they’ll soon be performing as confidently as our guy on the front cover!
—Lyndsey Swan
Feature articles
A big little company
When Geoff Smith joined ProCare Health, staff engagement was at an all-time low. Three years later, the company was in the top third in the Great Places to Work survey. He tells Helen Frances how it happened.
New lease of life
With the recent rising popularity of executive leasing, it is important to understand the factors that are fuelling this growth, the relevant market trends, and how businesses can use this new insight to avoid common mistakes, says Kristen Barrett.
HR systems shift to the cloud
With people wanting access to information anytime and anywhere, web-based HR systems are proving to be the way to go. Ulrika Hedquist finds moving to the cloud affords a flexible and cost-effective solution.
Jump onboard!
Are your new hires able to glide effortlessly into the work environment? A formal onboarding process will secure quick wins in terms of cost savings, engagement and productivity, says Rory Walker. He looks at why it’s good business to roll out the red carpet for your new hires.
All systems go
HR software can create more problems than it solves if it’s not used properly, says Philippa Youngman. She explains how to weed out the most poisonous HR technology and ensure your implementation is effective.
Diversity makes good business sense
Not so long ago, being open about your sexuality at work was considered risky, says Liz Forsyth. Today, however, businesses are increasingly recognising the importance of a diverse workforce and taking steps to become more inclusive.
Dyslexia at work
People with dyslexia often struggle at school and in the workplace. New thinking about the issue focuses on helping employers to notice workers’ difficulties and adjust their response to them. Guy Pope-Mayell explains that taking charge of dyslexia in the workplace will help dyslexic employees, and enhance the bottom line.
Perfect partners
Increasing recognition of the connection between the daily activities of business and the wellbeing of society is driving a more comprehensive approach to corporate social responsibility. Tim Burns says it needs to be a partnership for it to work best.
Departments
Employer branding: Conscious consumers
What does working for your company say about you? Kate Billing explains how to strengthen your employer brand through purpose and meaningful life.
HRINZ News: Remuneration—art or science?
A remuneration strategy is important, but it’s little more than words unless it is translated into actions, says Alan White. He explores the challenges of managing remuneration, and of making sure it’s not the embarrassing relative of the HR family.
Strategic HR: From all perspectives
It’s vital for employers to know who holds the key to making things happen in the workplace. While some people will never be boss, they are at the centre of the network, says John Van Maanen. Jackie Brown-Haysom reports on his research into workplace dynamics.
Recruitment: Making the right start
The start of a new employment relationship is the best time for both parties to get it right, says Bridget Smith. Screening should be a vital part of the pre-employment process, and the employment agreement should reflect the expectations of both parties.
Wellness at work: Time to get flu shots
Winter is here and, if you haven’t already done so, it’s time to get those flu shots done. Brian Blackman and Dr Mark Jacobs talk about winter seasonal flu, the impact of a flu pandemic in the workplace, and why it’s important to take precautions.
Public sector: Best intentions
Cordelia said: “We are not the first who with best meaning have incurr’d the worst.” Her words, however, were not heeded by the teacher dismissed for giving students a version of King Lear that had not been approved by the board. Paul Robertson explains how the special character of the school played a key role. |
