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Management Side

What else should be done when bringing a new person on board?

In my column last week, we asked just one opened-ended question, "What else should be done when bringing a new person on board?"

Here are some of the responses:

> Safety training, especially in dealing with highly hazardous systems and Lock Out Tag Out.

> Assign someone to help with the orientation time.

> Be sure that the operators are part of the introduction. To hit all the shifts, split time on swing and graveyard (4 and 4) or 6 and 6 on 12 hour shift systems. Not just one, but several days of this exposure and in all the departments. Sales and office folks don't need this but engineers and managers sure do. Safe behavior expectations must be set high and non-negotiable. In recruiting EMT staff, thoroughly check out the off-work activities to spot "joiner" tendencies and have the existing EMT staff evaluate the motivation and safety attitude at work. Volunteer fire-fighters and first responders off-work are usually a safe bet. Again, get a reference from the department fire chief. The boss that hired me into R&D went on a 1 month vacation/foreign customer visit and didn't leave word what I was supposed to be doing when I arrived at work. I went out into the lab and did pulping and bleaching with the technicians. Although it was not the intention, a relationship with technicians on that basis lasted for my entire career.

> I think that it is critical to arm a new employee specific expectations about their job, and they should have clear instructions regarding how you as their manager want things done. Even the most capable new employees need some time with specific and clear direction from their management. This can be done without embarrassing or undermining them.

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