By William Seidman New hire success is essential to an organization, and needn’t be a “fingers crossed” process. A single and unified experience, which we at Cerebyte have developed — and use in the real world — ensures success. Our model has four key parts:

  1. Set the Bar for the New Hire
  2. Motivate the New Hire
  3. Sustain the New Hire’s Learning
  4. Scale for Rapid Growth
The order of these experiences is a significant departure from other training approaches. Most classes and OJT training jump straight to functional knowledge, focusing on the mechanics of the job without enough real context.  Instead, we use your positive deviants to help create context and understanding of the new hire’s role. Begin by Setting the Bar: Your proven, identified experts, your positive deviants,  can define the content, the best sequence, and approach for learning the material for any new hire.  Ask your positive deviants:
  • In a classroom, what would you teach someone about being a great new hire?
  • What of this would you have a manager or coach reinforce immediately after the class?
  • What additional, higher-order learning would you want the coaches to teach once the basics are established?
The results of this process, which usually takes between one and three days, are incredibly consistent, regardless of the industry. The classroom environment includes connecting the new hire’s role to the larger purpose of the organization, basic background information, and basic process and procedural information. You want your new hire to have a solid theoretical foundation for doing the job well. The OJT (on the job) portions take that theoretical foundation and systematically ensure that learning is applied, leading to an employee who, despite lacking experience with your organization, has excellent capabilities. I’ll be describe the rest of the process: motivating, sustaining, and scaling for growth, here in the coming days.]]>

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