By: Bryan K. Williams, October 2008
When I was hired over a decade ago to join a hotel, the general manager
told me that if in 6-months the team was not better as a result of me being
hired, then I�ve failed. Wow, what pressure! He explained that, just
like on a sports team, the primary purpose of bringing in new players is
not to take up space on the roster, but rather to help the team win more
games. At that moment, I realized that he was not just looking for another
�warm body�. I could tell that this would be a different place to work.
This would be a place that valued my contributions as a person, and one
that let me know that my work ethic and dedication would DIRECTLY influence
the success of the team. If you�re wondering what the job was�it
was as a busboy in the hotel�s restaurant.
Surely, such high expectations are usually reserved for managers and
senior leaders. Why would the general manager place such high expectations
on an employee who cleans tables and brings bread to the table? Simply
put, the general manager�s vision was to have a world-class team, and world-class
teams have world-class employees�in every role. Even if I was mopping
the floor, I had to be world-class.
The focus of this article is on the on-boarding experience for new employees.
The on-boarding experience includes the recruitment phase, hiring phase,
orientation phase, and department training phase. Each phase should
reflect your team�s commitment to excellence and affirm the important role
that the employee will play in achieving the team�s goals. The best
way to get a team of world-class employees is to set the expectation very
high from the onset. So what should be done in each phase?
Recruitment Phase
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Include your company�s motto, mission statement, and purpose statement
on every advertisement. Include them on your application as well.
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While the application is being filled out:
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Show a video of what you stand for
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Show a video of employee testimonials
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Show a message from the President or another senior leader
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From the beginning of the recruitment phase, applicants should feel like
this is not just another job. This is a special place to work.
A place where everyone is expected to be a service professional and perform
with excellence everyday. They should also feel like they will be
treated with excellence by the company.
Hiring Phase
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During the first face-to-face interview, ask �Why do you want to work here?�
Anything resembling, �I�m looking for a job� should be a red-flag.
I suspect that you want employees who believe in your company and yearn
to be part of a winning team.
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Ask about the applicant�s experience delivering great service. Listen
for specific examples�not hypotheticals or what-ifs. Remember, you
are looking for people that naturally enjoy service. If they naturally
enjoy serving others, then they should have recent examples.
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In addition to the standard Human Resource questions, ask other questions
that align with your mission and values. For example, if �taking
ownership� is an important team value, ask about specific times when they
took ownership of a situation. The point is to hire professionals
whose personal values mirror your team�s values. If the match is
right, you have a recipe for a successful, long-term relationship.
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Your ideal prospects should feel like your team is the place they have
been looking for their entire careers or the place where they would like
to establish their careers.
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Assemble a panel of your best employees conduct peer-interviews.
This is a great way to keep your best staff engaged! If you want great
employees, then involve your existing great employees in the hiring process.
Orientation Phase
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Orientation is meant to be a significant, emotional experience.
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This is your opportunity to treat your new employees the way you would
like them to treat their customers.
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If the orientation is robotic, procedural, or lacks emotion, then that
is how the majority of your team will serve their customers.
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Ensure all signage is clear leading to the orientation room. Everyone should
know who the new employees are. Wouldn�t it be great if the employees
involved in the interview process were at orientation to greet the new
employee?
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Ensure every new employee has an attractive name tent and professional
handout materials. This is to show that you are prepared for the new employees.
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Select a panel of current employees to give testimonials and to answer
questions. This can be a very memorable part of the orientation.
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Senior leaders should be involved to communicate the culture of the company.
Department Training Phase
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The transition from new employee orientation to the department orientation
should be seamless.
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A representative/mentor/trainer from the new employee�s department should
be present at the end of orientation to greet the new employee.
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The new employee can be presented with a packet that includes a welcome
letter from the team, work schedule, training schedule, and department
specific information.
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Establish a cross-training schedule for your new employees that include
time to spend in other primary departments. This will help build
empathy and interdependence between departments.
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Bring the employees back at least 1-month later for an orientation reunion.
This is to see how the new employees are doing and to solicit their feedback
on ways to improve the team.
With an effective on-boarding experience, your new employees will be excited
that they�ve finally found a company that cherishes excellence. Your commitment
to hiring the best will also re-engage your existing employees. They will
be happy with your commitment to only hire and orient the best applicants.
Whether you are hiring a busboy or a general manager, set your expectations
high and excellence is sure to follow.
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You�ve asked for it, and now it�s
almost here! On November 3rd, 2008, B.Williams Enterprise will launch the
7 Principles of EngageMe training course. The course will include
a facilitator�s manual, participant workbook, and PPT deck. A Live
Teleconference to discuss the course will be on Wednesday, October
29, 2008 at 2PM EST.
The New Personal Service Commitment
card is now here!
Take advantage of the $10 sale on the EngageMe
DVD and Poster!
"The EngageMe DVD and Poster have provided me with an easy and effective
manner in which to convey the importance of delivering service excellence
every day. The impact of connecting with your customers on every level
is delivered in a brilliant message that is easily grasped by all."
Nancy Martinez, PHR
Training Mangager
The Beverly Hills Hotel, A Mobil Five-Star Hotel
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About the Author
Bryan
K. Williams is the Chief Service Officer of B. Williams Enterprise, LLC.
He is a seasoned service expert who has facilitated workshops and delivered
keynotes all over the world for various companies. Bryan speaks on
a variety of topics related to service excellence, employee engagement,
and organizational improvement. As a consultant, he works closely
with companies to design, develop, and implement sustainable service strategies.
About B. Williams Enterprise, LLC
B. Williams Enterprise, LLC is a consulting, training, & auditing
company which focuses on service excellence. The goal is to assist
organizations to enhance their levels of customer service to world-class
levels. This can only be achieved by focusing on service excellence
as a way of doing business, rather than an "initiative of the month".
Service excellence must be weaved throughout the organization...at every
level.
We exist to serve others so they may better
serve the world. SM |